Director, Third Party Risk Management Operating Model Design Lead

Director, Third Party Risk Management Operating Model Design Lead

Role: Director, Third PartyRiskManagement Operating Model Design Lead

Function:Third Party Risk Management Programme

Location: Central London (Hybrid, 3 days aweek on site, 2 days from home)

StartDate: ASAP

EndDate: Until the endof 2027

DailyRate: Competitive,Inside IR35

We are seeking a highly experienced Director, Third PartyRisk Management Operating Model Design Lead to set the strategic directionand lead the design of a clear, sustainable and scalable end-to-end TPRMoperating model.

The role holder will translate the programme’s strategicobjectives and risk management requirements into a practical operating modelthat can operate effectively across a complex global and regional structure.This will include defining how TPRM activities are governed, delivered,controlled, supported and measured across the third-party lifecycle.

Working with the two TPRM subject matter experts, the roleholder will be the senior operating model authority, bringing specialistexpertise to shape the solution and guide delivery. They will alignstakeholders across Regions, Global Businesses and Global Functions,Procurement, and Business Risk and Resilience (BRR) to establish a globallyconsistent model that accommodates local regulatory requirements wherenecessary.

This is a director-level design leadership role withaccountability for setting the operating model direction, securing keydecisions, and leading the project manager and TPRM subject matter expertassigned to the work. The role holder will oversee and drive plan developmentand delivery, but will not undertake day-to-day project management.

Principal accountabilities

Ownand lead the development of the end-to-end 1LoD TPRM target operating model,building on the defined capabilities to complete the detailed design and setthe direction for mobilisation.

• Supportthe definition of the respective responsibilities between the first andsecond lines of defence and establish clear ownership, accountability,escalation routes and decision rights.
  
• Developdetailed organisational structures, role profiles, responsibility matricesand interaction models.
  
• Designeffective governance forums, reporting lines and decision-makingmechanisms at global, regional and business levels.
  
• Definethe service delivery model, including centralised, federated and locallydelivered activities.
  
• Establishclear hand-offs and interfaces between TPRM, Procurement, BRR, Regions,GBGFs and other relevant control functions.
  
• Identifythe required capabilities, capacity, skills and resourcing needed tooperate the model successfully.
  

Process, controls and technology enablement

• Alignthe operating model with relevant policies, standards, risk taxonomies,control requirements and regulatory obligations.
  
• Definestandardised processes, procedures, controls and minimum requirements,with clear criteria for permitted local variation.
  
• Identifyopportunities to simplify, standardise and automate TPRM activities.
  
• Definebusiness and functional requirements for technology, workflow, data andtooling that enable the target operating model.
  
• Establishthe required data ownership, data quality, management information andreporting framework.
  
• Definekey risk, control, performance and service indicators to demonstrate theeffectiveness of the operating model.
  
• Ensurethe design incorporates appropriate quality assurance, oversight, testingand continuous-improvement mechanisms.
  

Mobilisation and implementation

Overseeand drive the development of a comprehensive mobilisation plan by the projectmanager, ensuring it covers:

• Scope,objectives and design principles
  
• Workstreams,deliverables and dependencies
  
• Governanceand decision-making
  
• Stakeholderengagement and consultation
  
• Resourceand capability requirements
  
• Pilotand implementation approach
  
• Transitionstates and sequencing
  
• Changeimpact and business readiness
  
• Communications,training and adoption
  
• Risks,assumptions, issues and mitigations
  
• Benefitsand success measures
  

Setthe direction for the implementation roadmap and hold the project manageraccountable for delivery against agreed outcomes, milestones and dependencies.

• Defineinterim operating arrangements where the target state cannot beimplemented immediately.
  
• Supportpilot activity, implementation planning and the transition intobusiness-as-usual operation.
  
• Establishmechanisms to monitor adoption, effectiveness and benefits realisation.
  

Stakeholder leadership

• Buildstrong relationships across Regions, GBGFs, Procurement, BRR and otherrisk and control functions.
  
• Facilitatesenior stakeholder workshops to develop requirements, resolve differingperspectives and secure agreement.
  
• Presentcomplex operating model concepts in a clear, structured and compellingway.
  
• Influencestakeholders without relying on direct authority and constructivelychallenge established practices.
  
• Buildconsensus while ensuring that key risk, control and regulatoryrequirements are not compromised.
  
• Provideauthoritative recommendations and decision papers to programme governanceand senior management, escalating material design or delivery decisionswhere required.
  

Leadthe project manager and TPRM subject matter expert assigned to the work,setting direction, integrating their contributions and maintaining focus on thestrategic design outcome.

• Processand service delivery architecture
  
• Governanceand decision-rights framework
  
• Organisationdesign and accountability model
  
• DetailedRACI and interaction model
  
• Capability,capacity and resource model
  
• Data,technology and MI requirements
  
• Controls,oversight and assurance model
  
• Mobilisationand implementation plan
  
• Transitionroadmap and interim-state designs
  
• Change,communications and training approach
  
• Operatingmodel success measures and benefits framework
  

Experience required

Significantdirector-level experience leading complex operating model design and deliverywithin a global, highly regulated organisation; experience in Third PartyRisk Management or a closely related risk discipline is strongly preferred.

Provenaccountability for designing, mobilising and implementing complex end-to-endoperating models, with evidence of moving solutions from concept through tosustainable operation.

• Deepunderstanding of the complete third-party lifecycle and associated riskdisciplines.
  
• Demonstrableexperience developing operating model components including:
  
• Organisationand service delivery design
  
• Governanceand decision rights
  
• Roles,responsibilities and accountability
  
• Technologyand workflow enablement
  
• Dataownership, MI and reporting
  
• Change,transition and adoption
  
• Strongunderstanding of large, matrixed organisations and the interaction betweenglobal, regional, business and functional teams.
  
• Experienceworking across Procurement, operational risk, resilience, compliance,legal, technology, data and business management disciplines.
  

Provenability to lead mobilisation activity, direct plan development and overseedelivery through an experienced project manager.

Demonstrableauthority and judgement in managing competing senior stakeholder priorities,resolving design trade-offs and securing decisions across organisationalboundaries.

• Trackrecord of producing high-quality operating model artefacts, executivepapers and senior-level presentations.
  
• Experienceleading SMEs or multidisciplinary design teams.
  

Skills and capabilities

• Exceptionalstakeholder management, facilitation and influencing skills.
  
• Strongstrategic thinking combined with a pragmatic delivery mindset.
  
• Abilityto simplify complex organisational, process and risk issues.
  
• Excellentoperating model, process-design and organisational-design capability.
  
• Stronganalytical and problem-solving skills.
  
• Soundjudgement and the confidence to make clear recommendations in ambiguoussituations.
  
• Abilityto challenge constructively and navigate differing senior stakeholderperspectives.
  
• Strongprogramme planning, dependency management and delivery discipline.
  
• Abilityto move comfortably between executive-level strategy and detailedoperating model design.
  
• Strongattention to detail without losing sight of the overall strategic outcome.
  
• Collaborative,inclusive and culturally aware leadership style.
  
• Resilience,adaptability and the ability to maintain momentum in a complex changeenvironment.