Associate Vice President, Risk Measurement, Governance & Reporting

Risk Measurement and Methodology

• Design, maintain, and operationalize enterprise methodologies used to identify, assess, measure, prioritize, aggregate, and monitor risk across risk categories and business functions.
• Translate approved risk appetite statements into measurable tolerances, thresholds, indicators, and monitoring routines.
• Establish practical standards for key risk indicators, key control indicators, risk scoring, trend analysis, scenario analysis, and risk aggregation.
• Promote consistent application of measurement methods while allowing proportionate approaches based on risk type, available data, and decision need.
• Partner with Finance, analytics, technology, and risk owners to use existing operational, financial, customer, technology, and compliance data to strengthen risk insight and reduce manual reporting.
• Identify measurement gaps and recommend priorities for improved data, analytics, monitoring, or methodology.

Second-Line Governance and Oversight

• Operate the enterprise risk governance model and supporting routines established by ERM leadership.
• Provide independent second-line oversight and constructive challenge regarding the quality, completeness, consistency, and timeliness of risk identification, assessment, response, monitoring, and escalation.
• Maintain and continuously improve the enterprise risk taxonomy and related classification standards to support consistent risk aggregation and reporting.
• Establish and administer governance processes, committee support, decision rights, escalation pathways, and accountability mechanisms for the assigned portfolio.
• Clarify and reinforce first-line ownership of risk and second-line responsibilities for oversight, challenge, aggregation, and reporting.
• Monitor adherence to applicable ERM policies, standards, and governance expectations; identify material gaps and elevate significant issues through established channels.
• Partner with risk stripe and functional leaders to improve alignment across risk programs without displacing their subject-matter ownership.

Enterprise Risk Reporting and Decision Support

• Lead the development and production of enterprise risk reporting, dashboards, analyses, and materials for executive leadership and governance committees.
• Develop clear risk narratives that explain exposure, trend, concentration, interdependency, emerging risk, response status, and changes in enterprise risk posture.
• Integrate quantitative and qualitative information into decision-ready views that support prioritization, resource allocation, and strategic and operational decisions.
• Establish reporting standards, data definitions, quality checks, and repeatable production processes that improve consistency and confidence in enterprise risk information.
• Coordinate with the Vice President, Enterprise Risk Management on executive and Board-level messaging, significant escalations, and interpretation of enterprise risk posture.
• Partner with analytics and technology teams to automate data collection, monitoring, workflow, and reporting where practical.

Program Leadership and Stakeholder Engagement

• Lead execution of assigned ERM transformation priorities and convert strategic direction into sustainable operating capabilities.
• Maintain policies, procedures, methodologies, standards, and guidance supporting risk measurement, governance, and reporting.
• Support enterprise risk assessments and the development of governance and measurement capabilities for emerging and evolving risks.
• Advise business and functional leaders on applying ERM standards in a practical, proportionate, and business-focused manner.
• Lead, coach, and develop team members responsible for governance administration, risk measurement, analytics, reporting, and program support.
• Promote risk-informed decision making through stakeholder engagement, training, consultation, and clear communication.

Decision Rights and Role Boundaries

• Owns the design and operation of assigned ERM measurement, governance, and reporting processes within the strategy, risk appetite, policy framework, and priorities established by Enterprise Risk Management.
• Sets working standards, methods, reporting requirements, and operating routines for the assigned portfolio, subject to established approval authorities.
• Provides second-line review, challenge, and escalation, but does not assume first-line ownership of business risks, controls, remediation, or operating decisions.
• Recommends material methodology, taxonomy, risk appetite, governance, and reporting changes to the Vice President, Enterprise Risk Management for approval or broader governance action.
• Coordinates executive and Board-facing content with the Vice President, Enterprise Risk Management and other accountable leaders.

Measures of Success

• Enterprise leaders receive timely, concise, and decision-useful risk reporting that clearly communicates changes in exposure and required action.
• Risk assessments, indicators, thresholds, and reporting use consistent definitions and methods across the enterprise.
• Material risk issues and changes in risk posture are identified, challenged, and escalated through established governance channels.
• Risk appetite is translated into measurable monitoring practices that support clear accountability and informed decisions.
• Risk data and reporting processes become more reliable, repeatable, efficient, and increasingly automated.
• First-line risk owners understand and fulfill their responsibilities, while second-line oversight remains independent, credible, and proportionate.
• ERM governance and measurement practices demonstrate practical business value without creating unnecessary process burden.
• The team builds durable capabilities, clear documentation, and effective partnerships across risk and business functions.

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