Ten years or more leading credit risk work. Salary, with equity on the table for the right person. Offered to someone whose network already opens the doors.
The firm
We are a UK consultancy working for regulated lenders, from long-established institutions to recent entrants. Three strands of work sit alongside each other here.
- Risk. The credit models behind lending decisions, the capital held against them, and the reviews that keep both defensible.
- Data. The engineering, pipelines and controls those models depend on.
- Applied AI. Where clients want to know what the technology is worth to them before committing to it.
The firm is small, ambitious and growing quickly. The delivery bench is in place and the methodology is written. What the firm needs now is more of the right conversations with the right people, and a partner who can hold them.
The appointment
This is a partner appointment for someone who has spent a decade or more leading the kind of work we do, and who now wants to build a firm rather than run another team. You will bring the work in, shape what we offer and to whom, and stand behind the quality of what goes out. The technical judgement is still required, because clients buy from people who have done the job. The hands-on modelling is handled by the bench behind you.
What we mean by network
The people who decide to appoint a consultancy already know you. Heads of credit risk, CROs, heads of model risk and validation, and the people who will hold those seats in five years. You have worked with them, for them or alongside them, and they take your call.
Who we are looking for
- Ten years or more in credit risk modelling, model validation, model risk or a closely related field, with a good part of that leading teams.
- A standing network across UK lenders, from the established banks and building societies to the specialist and challenger end of the market, built through work rather than events.
- A record of winning work, whether as a practice lead in consulting or as the person a bank went to when it needed something built or defended.
- The judgement to tell a client what they need rather than what they asked for, and to walk away from work the firm should not take.
- Credibility in the room with a CRO, a model risk committee and a supervisor, earned by having been on the other side of those tables.
- A view on how the firm should grow, and the appetite to own a share of the result.
- An interest in what AI tooling changes about how this work gets done, and how a small firm turns that into an advantage.
The work
What the appointment carries. The balance shifts with the pipeline.
Origination
- Open conversations with lenders where we should be working and are not yet.
- Turn a problem a client describes over coffee into a scoped, priced piece of work.
- Build a pipeline the firm can plan its hiring around.
Client leadership
- Hold the senior relationship across an engagement and beyond it.
- Run the conversations the client finds hardest, on scope, findings and fees.
- Spot the next three pieces of work before the current one closes.
Proposition
- Shape what we offer and how we price it.
- Decide which service lines to build out and which to leave alone.
- Put the firm’s name to published views the market reads.
Quality and judgement
- Review the thinking behind a deliverable before a client sees it.
- Challenge a method the team has chosen when a supervisor would.
- Own the outcome when a piece of work goes wrong.
Building the firm
- Help decide who we hire and at what level.
- Mentor the senior bench so they can run engagements without you.
- Set the standard for how partners behave with clients and with each other.
Agency
- Own the outcome. Work out what needs doing, do it, then tell us.
- Where nothing is written down, form a view and bring your reasoning.
- Spot the gap in the pipeline, the proposition or the team, and close it.
The ground you will cover
Depth in some of it, fluency in the rest.
- Service lines Credit risk modelling; IFRS 9 and impairment; IRB and capital; scorecards and decisioning; model validation, monitoring and model risk.
- Regulation IFRS 9; Basel 3.1 and CRR; the PRA IRB rulebook; EBA Guidelines on PD and LGD estimation; SS1/23 model risk management principles; Consumer Duty where it touches affordability.
- Buyers CROs, heads of credit risk, heads of model risk and validation, chief data officers, and the committees they answer to.
- Market Retail and SME lending across banks, building societies, specialist lenders, challengers and fintechs.
- Commercial Scoping, pricing, proposals, procurement and framework processes, and the politics of getting a consultancy appointed.
- Wider firm Data engineering and governance; machine learning development and deployment; applied AI strategy, tooling and safety.
Remuneration, progression and culture
The appointment carries a salary. Equity is available for the right person, and how much depends on what you bring: the network, the pipeline and the share of the firm’s growth you expect to carry. We will set it out in writing before you decide.
We are a small firm, and this is a building job. We look for people who are technically strong, intellectually honest, ambitious, and who show up for the culture.
The post is office-based, with the time on the road that a network demands.
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