CRO – Enterprise Risk — Passenger-Vehicle Business

The mandate

The next planning cycle has brought into focus risk governance failing to keep pace with regional complexity within a institutionally backed integrated automotive and components manufacturer. The immediate arena is the passenger-vehicle business during a warranty-cost challenge. For mandate 293, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CRO – Enterprise Risk operating perimeter covers approximately ₩12,750 billion in regional revenue and programme portfolio, with activity spanning several passenger-vehicle business customer, product and delivery clusters rather than a single asset. The CRO – Enterprise Risk Automotive remit carries direct influence over roughly 2,525 colleagues and third-party capacity.

The board and its investment committee want a CRO – Enterprise Risk who can convert ambiguity into a short list of explicit choices for the passenger-vehicle business. The CRO – Enterprise Risk Automotive seat must resolve a warranty-cost challenge, while preserving the underlying strengths of the passenger-vehicle business. For mandate 293, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CRO – Enterprise Risk’s first year on the passenger-vehicle business is expected to end with risk transparency, decisive escalation and sustainable remediation. In mandate 293, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the CRO – Enterprise Risk — Passenger-Vehicle Business seat following an accelerated leadership transition. Interim accountability is in place for the passenger-vehicle business, but the board wants a permanent appointment within 6–8 weeks because a warranty-cost challenge cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the CRO – Enterprise Risk value-creation thesis for the passenger-vehicle business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₩12,750 billion in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the CRO – Enterprise Risk Automotive organisation of about 2,525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the passenger-vehicle business economics and execution constraints created by a warranty-cost challenge, with CRO – Enterprise Risk-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CRO – Enterprise Risk operating review across commercial, customer, financial, people, technology and risk outcomes for the passenger-vehicle business; remove reconciliations that obscure accountability.
• Have held independent challenge authority and closed material issues with evidence accepted by board or supervisory review in mandate 293.
• Build the CRO – Enterprise Risk’s three-year succession and capability plan for the passenger-vehicle business, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the passenger-vehicle business baseline, meet the 30 stakeholders most consequential to risk governance failing to keep pace with regional complexity, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CRO – Enterprise Risk portfolio and organisation choices for the passenger-vehicle business, 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 passenger-vehicle business trend against risk transparency, decisive escalation and sustainable remediation, 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 CRO – Enterprise Risk’s agreed first-year passenger-vehicle business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A CRO – Enterprise Risk forecast that remains decision-useful across three consecutive quarters and reconciles the passenger-vehicle business’s operating, cash, customer and people assumptions.
• Closure of the CRO – Enterprise Risk mandate’s highest-priority passenger-vehicle business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical passenger-vehicle business talent and ready-now successors for at least 70% of the CRO – Enterprise Risk’s direct reports.
• A quantified CRO – Enterprise Risk-owned improvement in the passenger-vehicle business operating constraint behind a warranty-cost challenge, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 293: 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 CRO, Risk Director or senior controls executive in a institutionally backed Automotive or adjacent enterprise. In relation to the passenger-vehicle business, your CRO – Enterprise Risk track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this CRO – Enterprise Risk brief.

As a CRO – Enterprise Risk candidate, you bring 18–22 years of progressive Automotive or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₩7,400 billion and led an organisation of at least 1,775 people.

For mandate 293, the board wants two transitions: a difficult passenger-vehicle business portfolio choice and a leadership-system change during a warranty-cost challenge. As the prospective CRO – Enterprise Risk for this passenger-vehicle business, you must challenge optimistic cases and still create followership. References for mandate 293 must distinguish your contribution from the institution around you.

The CRO – Enterprise Risk must be based in Seoul; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of CRO, Risk Director or senior controls executive, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven CRO – Enterprise Risk ownership of at least ₩7,400 billion and leadership of no fewer than 1,775 employees in a comparable passenger-vehicle business context.
• One completed Automotive or adjacent-sector example of risk governance failing to keep pace with regional complexity with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks CRO – Enterprise Risk-level passenger-vehicle business consequences will not meet the bar.
• Willingness to meet the Seoul location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 293.

Compensation and terms

The anticipated CRO – Enterprise Risk package is ₩580–800 million base + annual incentive and equity, calibrated to the final passenger-vehicle business scope and the candidate’s current mix. Any long-term participation for mandate 293 follows standard vesting and performance conditions. The CRO – Enterprise Risk appointment in Seoul, centred on the passenger-vehicle business, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 293.

Confidentiality

This search is being conducted without naming the client for mandate 293. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 293.