VP, Resilience Lead

To develop, implement, and maintain an effective resilience strategy and Operational Recovery Planning and Incident Management framework aligned to industry‑leading standards and controls and regulatory expectations, enabling the bank to respond and recover important business services to severe but plausible scenarios, and minimise the impact to customers, clients, colleagues and the wider market.

Purpose of the role

To develop, implement, and maintain an effective resilience strategy and Operational Recovery Planning and Incident Management framework aligned to industry‑leading standards and controls and regulatory expectations, enabling the bank to respond and recover important business services to severe but plausible scenarios, and minimise the impact to customers, clients, colleagues and the wider market.

Accountabilities

• Lead Governance & Oversight of USCB Resilience including but not limited to strategic development of governance frameworks, check and challenge of senior management and Board councils/committees, and ensuring alignment of business practices with internal procedures, etc.
• Identify, assess, and monitor key business risks, developing strategies and recommendations for mitigation and improvement
• Develop strategy of training and awareness programs to enhance business understanding and adherence to resilience standards and governance requirements
• Serve as centralized lead for responses to internal audits and external reg exams/inquiries, ensuring compliance with applicable rules and laws
• Establish and foster strong relationships with USCB Business units, senior leadership and cross functional stakeholders to ensure alignment and effective implementation of governance deliverables
• Effective oversight around the development and implementation of resolutions for issues identified through incidents, regulatory exams/ audits, or self-identified.
• Lead strategy development of Resilience book of work and deliverables to demonstrate our compliance with regulatory and Board guidance including workstream and testing support.
• Provide oversight to the business and technology recovery capability improvements, and uplifts to third‑party (suppliers and Financial Market Infrastructure) recovery capabilities to enable Important Business Services to remain within or mitigate impact tolerance thresholds.
• Communication of the firm’s / business’ resilience position (risks and remediation) through clear and transparent scorecards / dashboards to enable effective investment decisions to the Board and Executive Committees, Control Forums and business stakeholders.
• Enhancement of resilience, crisis management and incident response and recovery capability through sophisticated, regular and adequate testing coverage to demonstrate Important Business Services’ ability to recover within impact tolerance for a severe but plausible scenario.
• Continually remain abreast of resilience and crisis and incident management developments, regulatory policy requirements and the emerging landscape.
• To contribute or set strategy, drive requirements and make recommendations for change. Plan resources, budgets, and policies; manage and maintain policies/ processes; deliver continuous improvements and elevate breaches of policies/procedures.
• If managing a team, they define jobs and responsibilities, plan for the department’s future needs and operations, counsel employees on performance and contribute to employee pay decisions/changes. They may also lead a number of specialists to influence the operations of a department, in alignment with strategic as well as tactical priorities, while balancing short and long term goals and ensuring that budgets and schedules meet corporate requirements.
• If the position has leadership responsibilities, People Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others.
• OR for an individual contributor, they will be a subject matter expert within own discipline and will guide technical direction. They will lead collaborative, multi‑year assignments and guide team members through structured assignments, identify the need for the inclusion of other areas of specialisation to complete assignments. They will train, guide and coach less experienced specialists and provide information affecting long‑term profits, organisational risks and strategic decisions.
• Advise key stakeholders, including functional leadership teams and senior management on functional and cross functional areas of impact and alignment.
• Manage and mitigate risks through assessment, in support of the control and governance agenda.
• Demonstrate leadership and accountability for managing risk and strengthening controls in relation to the work your team does.
• Demonstrate comprehensive understanding of the organisation functions to contribute to achieving the goals of the business.
• Collaborate with other areas of work, for business aligned support areas to keep up to speed with business activity and the business strategies.
• Create solutions based on sophisticated analytical thought comparing and selecting complex alternatives. In‑depth analysis with interpretative thinking will be required to define problems and develop innovative solutions.
• Adopt and include the outcomes of extensive research in problem solving processes.
• Seek out, build and maintain trusting relationships and partnerships with internal and external stakeholders in order to accomplish key business objectives, using influencing and negotiating skills to achieve outcomes.

All colleagues will be expected to demonstrate the Values of Respect, Integrity, Service, Excellence and Stewardship – our moral compass, helping us do what we believe is right. They will also be expected to demonstrate the organisation Mindset – to Empower, Challenge and Drive – the operating manual for how we behave.

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