CRO – Enterprise Risk — Urban-Mobility Marketplace

The mandate

The marketplace is withdrawing direct operations from selected US cities and concentrating investment elsewhere. Commercial exit dates are visible, but risk obligations continue: open trips and balances, driver disputes, safety investigations, insurance claims, law-enforcement requests, litigation holds, data rights and local licences each follow different timelines. The CRO must ensure contraction does not turn into institutional abandonment or create a record gap that appears years later.

The enterprise-risk perimeter spans approximately 1,150 employees and material partners through risk, insurance, investigations, resilience, compliance coordination and business ownership. Legal and privacy retain specialist authority; the CRO integrates the exit-risk view, sets minimum conditions and reports independently to the relevant board committee. They may pause a city milestone when critical obligations lack an accountable owner or funded run-off plan.

Portfolio rationalisation also changes concentration. Fewer cities can increase dependence on specific regulators, insurers, vendors and revenue pools. Assets and employees may move to retained markets, transferring licences, safety competence or control capacity. The appointee must evaluate the post-exit risk profile, not merely sign off closure checklists.

Customer and driver treatment is central. Account balances, appeals and claims need reachable channels after local teams leave. Communications should state what changes, what remains and how long records or remedies are available. Efficiency cannot be achieved by shortening lawful periods or making valid requests practically inaccessible.

Exit announcements can also create fraud and security exposure. Criminals may impersonate the marketplace's refund or account-closure process, while departing employees and vendors retain access during an unusually sensitive period. The CRO will require customer-verifiable communication, rapid scam response, accelerated access review and monitored payment changes. These controls must continue after local brand and office presence disappear.

Why this seat is open

The former CRO departed unexpectedly during the portfolio decision. Interim committee oversight has established exit principles but cannot provide continuing executive challenge. This urgent replacement must join while the first transitions remain reversible. Full integrity and regulatory diligence will not be shortened to meet a commercial closure date.

What you will own

• Create a city exit-risk standard covering customers, drivers, safety, claims, licences, data, insurance, vendors and workforce.
• Establish obligation inventories with owners, funding, retention periods and evidence of completion.
• Review residual balances, deactivation appeals and provider disputes for accessible run-off resolution.
• Protect investigations, legal holds and records through system and team decommissioning.
• Reassess enterprise concentrations and resilience after the footprint changes.
• Govern third parties used for claims, data storage, customer contact or asset recovery after exit.
• Test public and stakeholder communications for accuracy and practical remedy access.
• Provide independent readiness opinions and escalate unresolved exceptions to the board committee.

The first 12 months

Within 60 days, inspect every planned exit, sample open obligations and identify decisions already made without risk evidence. Put interim protection around high-consequence claims and records. By day 90, present funded run-off plans, post-exit concentration analysis and criteria for board-approved exceptions.

By month six, complete first exits under the standard, retain tested access to records and establish central support for residual claims and appeals. Run an unannounced retrieval and customer-contact exercise after local closure. Rebalance insurance, assurance and incident capacity across retained markets.

At twelve months, 100% of exited cities should have board-accepted obligation closure or funded run-off, 95% of residual claims and appeals should meet published service times, and retrieval tests should locate complete records within agreed limits. No licence, notification or insurance deadline should be missed. Post-exit high-risk concentrations should remain within appetite or carry dated mitigation approved explicitly.

What the board will measure

• City exits completed without unowned legal, safety, customer or driver obligations.
• Accessibility and quality of run-off remedies after local operations close.
• Integrity and retrievability of retained records.
• Insurance, vendor and concentration risk in the smaller portfolio.
• Independent challenge strong enough to change commercial timing.
• Risk leadership and succession through workforce and footprint change.

The person

You have 18–22 years in enterprise or operational risk for mobility, marketplaces, financial services, telecom or another regulated multi-state platform. You have closed markets, products or legal entities while managing long-tail obligations. You are comfortable with uncertainty and will not describe an untested control as closed.

Your experience includes risk influence over at least US$700 million in transactions or revenue and a perimeter of 800 employees and partners. You can show an exit you delayed, a record you preserved and how customer or provider claims were handled after local closure. Direct board committee access and US regulatory breadth are required.

This onsite San Francisco role involves national travel and reports to the Group Chief Executive and relevant board committee.

Compensation and terms

The base range is US$430,000–575,000 plus annual incentive and equity linked to exit integrity, run-off outcomes, resilience, risk appetite and leadership. This permanent onsite San Francisco role reports to the Group Chief Executive and board committee. A notice period up to six months will be weighed against interim exit protections.

Confidentiality

The marketplace, cities, claims, regulators and exit timetable are confidential. Restricted information follows conflicts, suitability and a mutual undertaking. Facts and locations are deliberately generalised; applicants must not query officials, insurers, drivers or employees to identify the company.