CMO – Growth and Brand — Risk And Controls Estate

The mandate

A recent strategy review exposed growth investment spread across channels without clear incrementality within a privately held regulated universal or specialist bank. The immediate arena is the risk and controls estate during a succession transition. For mandate 092, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CMO – Growth and Brand operating perimeter covers approximately £57,800 million in loan and deposit book, with activity spanning several risk and controls estate customer, product and delivery clusters rather than a single asset. The CMO – Growth and Brand Banking remit carries direct influence over roughly 1,000 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a CMO – Growth and Brand who can convert ambiguity into a short list of explicit choices for the risk and controls estate. The CMO – Growth and Brand Banking seat must resolve a succession transition, while preserving the underlying strengths of the risk and controls estate. For mandate 092, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CMO – Growth and Brand’s first year on the risk and controls estate is expected to end with efficient demand, brand salience and a common growth scorecard. In mandate 092, 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 CMO – Growth and Brand — Risk And Controls Estate seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the risk and controls estate remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the CMO – Growth and Brand value-creation thesis for the risk and controls estate, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £57,800 million in loan and deposit book, including allocation, risk acceptance and board forecasts.
• Lead the CMO – Growth and Brand Banking organisation of about 1,000 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the risk and controls estate economics and execution constraints created by a succession transition, with CMO – Growth and Brand-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CMO – Growth and Brand operating review across commercial, customer, financial, people, technology and risk outcomes for the risk and controls estate; remove reconciliations that obscure accountability.
• Prove incremental commercial contribution using controlled evidence, not only reach, activity or brand awards in mandate 092.
• Build the CMO – Growth and Brand’s three-year succession and capability plan for the risk and controls estate, reducing dependence on individual executives and improving mobility across the wider Banking organisation.

The first 12 months

• Days 1–90: Validate the risk and controls estate baseline, meet the 30 stakeholders most consequential to growth investment spread across channels without clear incrementality, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CMO – Growth and Brand portfolio and organisation choices for the risk and controls estate, 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 risk and controls estate trend against efficient demand, brand salience and a common growth scorecard, 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 CMO – Growth and Brand’s agreed first-year risk and controls estate value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A CMO – Growth and Brand forecast that remains decision-useful across three consecutive quarters and reconciles the risk and controls estate’s operating, cash, customer and people assumptions.
• Closure of the CMO – Growth and Brand mandate’s highest-priority risk and controls estate risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical risk and controls estate talent and ready-now successors for at least 70% of the CMO – Growth and Brand’s direct reports.
• A quantified CMO – Growth and Brand-owned improvement in the risk and controls estate operating constraint behind a succession transition, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 092: 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 CMO, Growth Officer or Regional Marketing Vice President in a privately held Banking or adjacent enterprise. In relation to the risk and controls estate, your CMO – Growth and Brand 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 CMO – Growth and Brand brief.

As a CMO – Growth and Brand 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 £33,500 million and led an organisation of at least 700 people.

For mandate 092, the board wants two transitions: a difficult risk and controls estate portfolio choice and a leadership-system change during a succession transition. As the prospective CMO – Growth and Brand for this risk and controls estate, you must challenge optimistic cases and still create followership. References for mandate 092 must distinguish your contribution from the institution around you.

The CMO – Growth and Brand must be based in London; international relocation is supported, but this Banking role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of CMO, Growth Officer or Regional Marketing Vice President, with direct exposure to a board, investment committee or equivalent Banking governance forum.
• Proven CMO – Growth and Brand ownership of at least £33,500 million and leadership of no fewer than 700 employees in a comparable risk and controls estate context.
• One completed Banking or adjacent-sector example of growth investment spread across channels without clear incrementality 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 CMO – Growth and Brand-level risk and controls estate consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 092.

Compensation and terms

The anticipated CMO – Growth and Brand package is £210,000–280,000 base + annual incentive, calibrated to the final risk and controls estate scope and the candidate’s current mix. Any long-term participation for mandate 092 follows standard vesting and performance conditions. The CMO – Growth and Brand appointment in London, centred on the risk and controls estate, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 092.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 092. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 092.