CRO – Enterprise Risk — Passenger-Vehicle Business

The mandate

A passenger-vehicle business has accumulated warranty cost across several model, supplier and regional cohorts. Quality teams investigate individual defects, finance reports provisions and commercial leaders manage customer remedies, but enterprise governance does not aggregate common exposures or challenge acceptance consistently. Regional product complexity has outgrown the current risk architecture. The board needs a CRO who can connect field evidence to portfolio and capital choices without replacing first-line ownership.

The CRO will hold independent authority across approximately ₩12,750 billion of revenue and programme activity and 2,525 employees and material partners. Scope covers enterprise, product, supplier, operational, technology, data, financial and transition risk. Engineering, quality and business leaders remain accountable for managing their exposures. The CRO sets appetite, challenges acceptance, aggregates dependencies and has direct access to the relevant board committee.

Warranty spend is a lagging signal, not a risk measure by itself. A low-cost failure can indicate a severe latent safety pattern; a high-cost campaign may represent appropriate customer protection. The risk team will join incidence, severity, diagnostic confidence, supplier concentration, affected population, remedy capacity and contractual recovery. Uncertainty will remain explicit rather than converted into a reassuring score.

Regional variation matters. Climate, use, software configuration, service capability and parts availability can change both occurrence and consequence. Risk acceptance will identify the cohort and conditions supported by evidence. A decision valid for one market will not automatically apply elsewhere, and aggregated global performance will not obscure a local tail.

Why this seat is open

The prior CRO is leaving through an accelerated but orderly succession. Interim committees protect urgent decisions but cannot provide permanent independence across the business. This is an urgent replacement targeted within six to eight weeks. The transition is unrelated to an undisclosed regulatory or conduct finding.

What you will own

• Set risk appetite and escalation across product, supplier, operational and technology exposures.
• Aggregate warranty and field evidence into portfolio-level risk views.
• Establish acceptance gates for launches, remedies, contracts and capacity.
• Test incident, recall, supplier and customer-response readiness.
• Provide independent reporting and protected escalation to the board committee.
• Develop risk leaders able to challenge technical and commercial executives.

The CRO will review decision pathways as well as controls. A known field pattern must have authority for containment, evidence collection and customer communication before debate over root cause is complete. Exceptions will expire, identify the executive accepting residual exposure and return for review when population or severity changes. Repeated waivers will trigger a design, supplier or capacity choice.

Supplier risk will be traced below contractual tier where common components, software or processes create concentration. Recovery claims must be tested through alternative tooling, validation time, inventory and knowledge access. Financial recovery from a supplier does not eliminate product or customer exposure, and commercial leverage will not be confused with operational resilience.

Board reporting will separate inherent exposure, control evidence, remediation trajectory and accepted residual risk. Near misses and weak signals will be discussed before they mature into provision. Post-event review will examine assumptions, incentives and decision latency rather than limit itself to procedural compliance.

Risk appetite will be translated into practical thresholds for programme teams. It will state when population growth, failure severity, diagnostic uncertainty or remedy constraint requires pause, containment or committee escalation. The CRO will review incentives where shipment, cost or schedule measures encourage delayed disclosure and recommend correction through the people committee.

The first 12 months

During the first 60 days, the CRO will review the highest-consequence warranty cohorts, immediate acceptance decisions and the independence of risk teams. By day 90, the committee will receive an aggregate exposure map, interim gates and priorities for control or evidence improvement.

By month eight, two major product cohorts should operate revised acceptance and monitoring, three concentrated dependencies should complete recovery tests, and severe incident exercises should cover customer containment, technical evidence and board escalation. Priority risk roles will have protected access routes.

At year-end, high-risk exceptions should fall by 60%, severe remediation actions close at least 90% on time and incident escalation meet agreed thresholds in every test. Warranty volatility should improve against a board-approved bridge without suppressed claims, while all material portfolio exposures have named first-line owners and independently tested evidence.

What the board will measure

• Independent challenge changing decisions before exposure scales.
• Warranty patterns understood by cohort and consequence.
• Tested supplier and incident recovery.
• Explicit acceptance of uncertainty and residual risk.
• Credible succession across the risk function.

The person

You are a CRO, product-risk leader or automotive safety and enterprise-risk executive with 18–22 years of experience. You have governed at least ₩7,400 billion and 1,775 employees. Required evidence includes a warranty or field pattern you escalated, a launch or contract you conditioned and an incident exercise that materially changed recovery.

The role is onsite in Seoul with plant, supplier, field and board travel. You must challenge deep technical claims without appropriating engineering accountability.

Compensation and terms

Base salary is ₩580–800 million plus annual incentive and equity. Measures include exposure reduction, acceptance quality, recovery tests, timely remediation, independence and succession. Final terms reflect relevant experience; notice up to six months may be considered.

Confidentiality

The company, models, suppliers, warranty cohorts and risk evidence are confidential. Further information follows qualification and an undertaking. Seoul and the rounded scale do not identify the client.