Chief Supply Chain Officer — Wealth Franchise

The mandate

A listed wealth franchise relies on a broad supply network for client documents, secure devices, market data, technology services, call-centre capacity, facilities and specialist operations. That network was designed for older demand patterns. Digital adoption has changed volumes, while geopolitical and vendor concentration creates dependencies not visible in category plans. Working capital and prepaid commitments remain tied to capacity the franchise does not consistently use.

The Chief Supply Chain Officer will steward approximately US$3,800 million in assets and investment and lead about 750 employees and material partners. The perimeter spans network design, procurement, demand planning, inventory, supplier performance, resilience, responsible sourcing and fulfilment. The role must connect physical, technology and service supply rather than treat them as unrelated categories.

Demand should begin with client and operating events. Branch changes, adviser growth, platform migrations and market volatility all alter equipment, data and service requirements. The CSCO will reconcile forecasts across functions and make the cost of late changes visible. Buffer capacity should follow criticality and recovery time, not local preference.

Geopolitical risk requires lower-tier transparency. Two vendors can depend on one cloud region, data source, subcontractor or logistics route. The executive will map shared dependencies, test switching and decide where dual sourcing, inventory, contractual protection or service redesign provides the best resilience.

Capital allocation must compare working capital, committed capacity, failure cost and exit. Savings that eliminate practical continuity are not value; resilience investments without a tested scenario are not automatically justified.

Responsible sourcing is part of the network decision. Data-processing labour, equipment lifecycle, energy use and modern-slavery exposure can affect reputation, regulation and continuity. The CSCO will apply proportionate evidence by category, ensure corrective action reaches subcontractors and avoid replacing a transparent supplier with a cheaper but opaque chain.

Facilities and physical fulfilment need to follow the wealth service model. Premium locations and secure document or device handling may remain important for selected clients, but historic footprint is not proof of demand. The officer will coordinate with client, property and technology leaders so closures, consolidations and new capacity are sequenced around real journeys.

Supplier innovation must have a route into operations. Pilots will state the demand problem, integration cost, success threshold and commercial path. Experiments that never replace existing spend or improve resilience should end rather than accumulate as an additional layer of vendor complexity.

Why this seat is open

The requirement was unplanned and became urgent after the capital reset. Interim coverage cannot own the network through the next gate, so the board intends to move from qualified shortlist to offer within four to six weeks.

What you will own

• Redesign supply around current client, channel and operational demand.
• Map concentration across vendors, subcontractors, locations, data and technology dependencies.
• Steward US$3,800 million of assets, risk acceptance and forecasts.
• Set evidence-based inventory, buffer, dual-source and switching policies.
• Improve contract, supplier-quality, continuity, data and exit rights.
• Release working capital and unused commitment without weakening fulfilment.
• Lead 750 employees and partners with strong category and operational succession.
• Give the board scenario-linked resilience and capital choices.

The first 12 months

In the first 90 days, baseline demand, spend, commitments, inventory, performance and concentration. Meet the 30 stakeholders most consequential to network mismatch, including advisers, operations, technology, risk and priority suppliers. Trace critical dependencies below contractual tier one, assess leaders, stabilise imminent exposure and agree capital gates for major renewals or buffers.

Months four to nine should reconfigure priority categories, qualify real alternatives and run switching exercises. Fill leadership gaps and renegotiate capacity or inventory arrangements against current demand. The first value should appear through released working capital, lower unused commitment, improved fulfilment or a demonstrated resilience option.

By month twelve, resilient supply, lower working capital and predictable fulfilment should improve repeatedly. Delivery must remain within 10% of the approved case and forecasts should reconcile demand, cash, customer and people across three quarters. Priority risks need independently evidenced closure; severe escalations may not age beyond 30 days.

What the board will measure

• Fulfilment reliability and recovery for critical client and operating services.
• Working capital, prepaid capacity and commitments released through network redesign.
• Concentrations mapped and switching capability demonstrated below tier one.
• Supplier quality, contract rights and geopolitical scenarios exercised.
• Retention of 90% or more critical talent and immediate successor cover for 70% of direct-report roles.
• Quantified improvement in demand alignment with named data ownership.

The person

You are a Chief Supply Chain Officer, Procurement and Operations Executive or Network Leader with 18–22 years in financial services or an adjacent complex service enterprise. You have managed physical, technology and outsourced-service dependencies together.

Your accountable P&L, budget, book or portfolio has been at least US$2,200 million, and you have led 750 or more people. You can evidence a network redesign responding to geopolitical and demand change whose cash and service outcomes endured for two reporting periods.

You can distinguish contractual alternatives from operational ones and make capital choices across inventory, capacity, resilience and redesign.

Compensation and terms

Base compensation is US$430,000–575,000 plus annual incentive and equity. This permanent New York role is onsite, supports relocation and can accommodate up to six months’ notice.

Confidentiality

The organisation, suppliers and exposures remain confidential until mutual relevance is confirmed. Composite facts are deliberately non-identifying.