Regional Chief Executive Officer — Wealth Division

The mandate

A privately held wealth division operates across regional markets with varying economics and scale. Some businesses have deep client relationships, newer markets are building towards scale and the board needs one Regional CEO to redefine the portfolio before further capital is committed.

The Regional Chief Executive Officer will steward approximately S$59,150 million in loans and deposits and lead about 1,500 employees and material partners. Scope spans wealth propositions, client coverage, lending, investments, operations, technology priorities, risk acceptance, country leadership and capital allocation. It reports to the Group Chief Executive and board.

The portfolio should be compared on a fully loaded basis. Client assets, deposits, loans, fee yield, credit loss, service effort, capital and local infrastructure must connect by market and segment. The CEO will decide where to invest, partner, consolidate, harvest or exit rather than allow each country to defend its own growth story.

Asset-quality pressure requires cohort and relationship evidence. Lending may deepen valuable relationships, but weak structuring, collateral concentration or optimistic repayment assumptions can erase that value. The appointee will reset pricing, appetite and portfolio action with independent risk, preserving sound propositions while addressing vulnerable exposure early.

Regional scale should be selective. Research, investments, platforms and specialist operations may benefit from hubs; regulation, client behaviour and language may require local capability. Every difference needs value or legal evidence. Centralisation that transfers work to advisers or clients is not efficiency.

Client continuity is critical. Changes in coverage, service or product availability need senior sponsorship and conduct safeguards. The CEO should meet clients who left, complained or declined offers, not only the division’s advocates.

Leadership choices follow the portfolio. Country and product executives need explicit authority and succession. Capital should not remain hostage to powerful local producers or generic regional ambitions.

Deposit strategy also needs regional coherence. Rate-sensitive balances, operating deposits and wealth cash behave differently under stress. The CEO will connect relationship depth, service and pricing to funding value, avoiding incentives that purchase temporary balances. Treasury and country leaders should share scenarios and client actions before volatility tests the model.

The executive will establish one regional review that distinguishes market movement from management action. Forecasts must show leading indicators, dependencies and the decision triggered when a threshold moves, enabling capital sponsors to intervene before annual planning.

Why this seat is open

This urgent new role replaces distributed ownership during asset-quality pressure. A six-to-eight-week shortlist-to-offer process is planned, with interim governance protecting current delivery but not making permanent portfolio choices.

What you will own

• Recut the regional wealth portfolio using complete client and market economics.
• Steward S$59,150 million of loans, deposits, capital and forecasts.
• Reset wealth-lending appetite, pricing and portfolio action.
• Decide where to invest, hub, partner, narrow or exit.
• Protect clients through coverage, product and service changes.
• Lead 1,500 employees and partners with strong country succession.
• Align shared capabilities with evidenced local difference.
• Give the board explicit capital choices, downside and early variance.

The first 12 months

The first 90 days should reconcile market, segment and relationship economics. Meet the 30 stakeholders most consequential to portfolio choices, including major clients, former clients, country leaders, risk, regulators and partners. Review vulnerable lending cohorts, assess executives and agree board gates for capital and growth.

Months four to nine should make the principal market and organisation choices. Reprice or constrain weak lending, redirect coverage and settle shared capabilities. Fill leadership gaps and deliver the first measurable release of cash, capacity or client value. Market withdrawals or service changes need controlled transition plans.

By year end, profitable regional growth and sharper market choices should be repeatable. The value case must stay within 10% of baseline and forecasts should reconcile book, cash, client and people assumptions for three quarters. Priority issues need independent sustainability evidence; severe escalation cannot age beyond 30 days.

What the board will measure

• Risk-adjusted contribution by market, segment and complete client relationship.
• Asset quality, collateral and pricing in wealth-linked lending.
• Capital released from markets or propositions failing continuation gates.
• Client retention and outcomes through coverage or product change.
• Keep at least nine in ten critical leaders and immediate successors for seven in ten direct roles.
• Quantified improvement in regional portfolio discipline with named data ownership.

The person

You are a Regional CEO, Area President or multi-country Wealth Head with 28 or more years in regulated banking or wealth. You have made capital and client choices through uneven market and credit performance.

Your directly accountable book, P&L, budget or portfolio has been at least S$34,300 million, and you have led 1,050 or more people. You can evidence a regional reset whose profit, client and asset-quality outcomes held for two reporting periods.

You can distinguish cyclical weakness from a structurally poor market position, challenge successful producers and preserve regulator and client trust during selective withdrawal.

Compensation and terms

Base compensation is S$700,000–950,000 plus annual incentive and LTI. The permanent Singapore appointment is onsite, supports international relocation and allows notice up to six months.

Confidentiality

The bank, markets and asset-quality findings remain confidential until fit is established. Ranges and events are blended.