EVP – Risk and Resilience — Industry-Solutions Business

The mandate

A privately held AI company is moving industry solutions from research into production while first-line risk ownership remains inconsistent. Model, data, service, customer and supplier exposures are often managed through expert committees without one accountable operator. The board wants tested resilience and faster issue closure before commercial scale increases consequence.

The EVP – Risk and Resilience will oversee a perimeter of approximately ₹1,050 crore in AI product and services revenue and lead around 275 employees and material partners. Scope includes enterprise and operational risk, resilience, responsible-AI oversight, third parties, controls, issue management, assurance, reporting and talent. The Group Chief Executive or designated executive committee sponsor holds formal accountability for the appointment.

The first task is to map risk through the research-to-product lifecycle. Data sourcing, development, evaluation, approval, deployment, monitoring, change, incident and retirement should each have first-line owners. The EVP will identify exposures that sit between functions or are implicitly owned by committees.

Risk appetite needs operational translation. Model performance, prohibited use, privacy, security, service availability, customer concentration and human oversight require thresholds and authorised decisions. Teams should know what can proceed, what needs mitigation and what must stop. Appetite breaches must also show customer consequence, temporary containment and the executive authorised to accept any residual exposure.

Resilience must cover complete customer services, not only technology recovery. Data, models, cloud, specialist people, vendors, operations and communications can each interrupt an industry solution. The leader will define important services, impact tolerances and realistic scenarios, then test recovery and decision authority.

Research assets entering production need evidence gates. Performance, robustness, safety, documentation, monitoring and rollback should match use and consequence. Risk should challenge evidence and residual exposure without becoming the product owner. Exceptions require accountable acceptance and expiry.

Issue closure will depend on sustained proof. Tracker completion is not enough. Root cause, design, operating tests and customer or service outcomes should demonstrate reduction. Repeat findings must trigger a review of ownership, incentive or architecture.

Third-party dependence includes cloud providers, data sources, model components and specialist services. The EVP will aggregate concentration, examine contractual rights and exercise alternatives. Supplier documentation cannot replace an operational test where failure affects customers.

Risk reporting will connect exposure, appetite, control, customer, cash and action. Severe signals should travel immediately to the authorised forum. The board should see uncertainty and dissent rather than a consensus rating created after escalation.

The risk organisation requires technical and business credibility. The executive will assess leaders, simplify duplicated assurance and build succession. First-line ownership must strengthen while independent challenge remains clear.

Why this seat is open

An accelerated transition created an urgent replacement. Interim coverage protects critical decisions, but the production transition cannot remain under split authority. The board seeks appointment within six to eight weeks through a confidential process.

What you will own

• Map first-line ownership across the AI product lifecycle.
• Provide risk oversight across approximately ₹1,050 crore in AI revenue.
• Translate appetite into product and customer thresholds.
• Define important services and test realistic resilience scenarios.
• Lead approximately 275 employees and material partners.
• Govern evidence and residual risk at production gates.
• Close issues through sustained operating proof.
• Aggregate supplier concentration and strengthen succession.

The first 12 months

The first 90 days should map material exposure, meet the 30 stakeholders closest to ownership gaps and assess leaders. Stabilise severe customer or resilience risks. Agree appetite, production and closure gates with the board.

Months four to nine should test priority services, implement ownership and close material issues through evidence. Strengthen supplier contingency, improve reporting and fill capability gaps.

After twelve months, operating decisions should remain inside appetite, resilience should be proven through exercises and issue closure should occur materially faster. Performance must remain within 10% of approval, with three forecasts aligning exposure, cash, customers, services and people. Severe risks require an authorised response or verified closure inside 30 days.

What the board will measure

• Product-lifecycle risks assigned to accountable first-line leaders.
• Appetite thresholds changing real product and customer decisions.
• Important services recovered within tested impact tolerances.
• Material issues closed through sustained independent evidence.
• Retain over nine in ten pivotal risk specialists and ready succession for seven in ten direct roles.
• Supplier and data concentration supported by exercised alternatives.

The person

You are an EVP Risk, Deputy CRO or Operational Resilience Head with 22–28 years in AI or an adjacent technology enterprise. You have exercised enterprise authority across functions and markets, producing outcomes in cash, customers or controlled risk.

Your accountable P&L, book, budget or portfolio has been at least ₹850 crore, and you have led 200 or more people. Evidence should show resilience and issue outcomes sustained across two reporting periods.

You understand AI production risk, service resilience and independent challenge. You can assign first-line ownership, oppose unsupported release and retain executive followership through difficult control decisions.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Mumbai position is onsite and expects relocation, with a structured weekly commute potentially available during the first quarter. Notice up to six months is acceptable.

Confidentiality

The organisation, predecessor, model risks and resilience evidence remain confidential. Identifying details will follow mutual interest under formal confidentiality; all public circumstances are blended.