Executive Scorecard Consequence Recovery Leader

The mandate

Measures have accumulated through negotiation, targets are frequently reset after the period, and committees confuse remuneration calibration with operating intervention. A temporary executive is required to restore a credible consequence chain ensuring that scorecard misses generate timely operating consequence and accountable intervention.

The leader must join within four weeks for eight months, with a possible three-month extension only if the permanent search or supervisor closure timetable slips. During the first month the incumbent will reconstruct twelve material misses and determine what management knew, decided and changed. Three monthly cycles then operate under revised rules before the year-end board assessment and a controlled handover to the appointed permanent performance executive.

Successor handover requires one approved scorecard hierarchy, frozen definitions for the reporting year, named intervention thresholds, traceable decision minutes and three clean monthly cycles in which every material miss produces an owner, action, clock or explicit risk acceptance. The supervisory response must be evidenced, Internal Audit must confirm the new trail is testable, and business CEOs must have practised an escalation without asking the central team to own their result.

The interim may reject unsupported scorecard commentary, freeze retrospective target changes, direct the performance-office team, require executive recovery plans and escalate missed actions to the CEO. Changes to remuneration outcomes, risk appetite, customer remediation, regulated-accountable-person status or capital allocation remain with their authorised committees. The incumbent cannot dismiss business leaders, amend collective terms or certify closure on behalf of Risk, Compliance or Internal Audit.

Enterprise data-platform replacement, incentive-plan redesign, branch-footprint strategy and the underlying remediation of individual control failures are outside scope. The role will specify evidence or decision requirements for those owners but will not absorb their programmes. This boundary matters because the immediate task is to make performance consequence dependable, not to convert a supervisory finding into a general transformation office.

Why this seat is open

The prior executive’s departure coincided with a time-bound supervisory response, leaving no credible owner for the next four scorecard cycles. The CEO needs an office holder with enough authority to challenge peers before a permanent appointment can be completed. The board expects the temporary seat to close the governance gap and leave measurable operating practice, not merely a revised pack.

What you will own

• Reconstruct twelve material misses from original data, commentary, decisions, target changes, actions and actual customer or control consequence.
• Decide the enterprise scorecard hierarchy, definition freeze, tolerance rules, intervention triggers and permissible reasons for target revision.
• Reject narratives that lack source evidence, accountable action, completion clock or an explicit acceptance by the authorised risk owner.
• Chair three monthly executive reviews that separate operating intervention, risk escalation, resource choice and later remuneration judgement.
• Escalate overdue CEO commitments and control-related recovery failures without taking ownership away from the accountable business executive.
• Evidence the supervisory response through reproducible minutes, metric lineage, exception logs, action closure and independent-audit access.
• Induct the permanent successor through contested cases, committee boundaries, open interventions and the remaining regulator timetable.

Candidate qualifications

• Held enterprise performance authority in a regulated bank, insurer or member-owned financial institution with multiple accountable executives.
• Recovered a scorecard regime where retrospective target movement and narrative commentary had displaced timely management intervention.
• Understands conduct, customer, service, financial and control indicators and how their consequence differs from remuneration calculation.
• Has responded to supervisory findings with operating evidence that Risk, Compliance and Internal Audit could independently reproduce.
• Can challenge peer executives without centralising their business ownership or converting every variance into an assurance event.
• Completed a handover after embedding monthly performance practice under a fixed regulatory or board deadline.