Third Party Resilience 2nd LOD Senior Group Manager

Individuals in Operational Risk establish and manage operational risk policies, propose strategies, and governance processes designed to minimize losses from inadequate controls, fraud, and potential bankruptcy. This includes supervision over third-party risk including linkage to technology operational risk, cyber risk, and fraud risk. These individuals are also responsible for the development of tools and infrastructure that support risk monitoring and prevention, using advanced analytical and statistical skills to identify policy gaps and recommend changes to current policies. This role is crucial to the company as it fortifies against potential operational risks, thereby protecting the company's financial stability and reputation, and contributing towards the overall business resilience and success.

Responsibilities: 

• Oversee and challenge third-party dependencies in the company’s business operations.
• Develop, implement, and support third-party risk strategies, policies, and projects, applying operational risk management guidelines for identifying internal and external risks.
• Pursue continuous improvement in third-party risk management, adopting lessons learned from operational resilience-related tests exercises, simulations, and third-party evaluations.
• Liaise with external partners, internal departments, and industry peers to coordinate risk management efforts, promoting best practices in operational resilience and third-party risk management.
• Ensure the Risk Governance framework operates efficiently, supervising that both operational and third-party risk-related losses are within defined Risk Appetite parameters.
• Analyze, capture, report, and challenge risks across both internal operations and third-party relationships, working with technical Subject Matter Experts (SMEs) and management on all aspects of Business and Technology recovery planning and testing.
• Implement and monitor sound and effective resiliency processes and third-party risk management protocols across the company’s lines of business.
• Assist resiliency and third-party risk managers and their teams in managing staff, promoting training, career development plans, and high morale among prevention, detection, and recovery staff.
• Raise the level of operational resilience and third-party risk awareness company-wide, aiding in the creation of risk management training modules.
• Supervise third evaluations-party and remedial actions to strengthen organizational resilience and mitigate operational sustainable risks.
• Conduct comprehensive risk management reviews covering internal resilience and third-party interactions across the global portfolio, fostering a culture of risk consciousness and responsibility.
• Conceptualize, implement and, assess reports to pinpoint high-risk areas and confirm effectiveness of risk mitigation efforts in both operational resilience and third-party risk areas.
• Provide expert counsel on resilience and third-party risk-related matters, ensuring independent evaluation of policy, regulatory adherence, and effectiveness of controls.
• Collaborate with Risk Subject Matter Experts (Compliance Risk, Credit Risk, Fraud, Technology, etc.) to govern risks throughout the Operational and Third-Party Risk Lifecycle, advocating for a comprehensive risk management methodology.
• Lead oversight of first Line of Defense entities that have responsibility for Business Disruption & Safety Risk; including Crisis Management, Continuity of Business processes, People and Premises safety risk, as well as the physical aspects of Climate Risk.
• Inspires people with a compelling and aspirational future vision; demonstrates optimism when leading the organization through challenges and uncertainty.
• Creates a highly resilient organization in which people persist through challenges, transparently communicate and own mistakes, and actively apply learnings to make Citi better.
• Establishes a safe environment where people candidly communicate opinions, seek diverse opinions, and actively debate decisions.
• Fosters a culture that rewards teams to pursue breakthrough ideas and improve business results; proactively invests resources in innovation initiatives.
• Creates a culture that strongly encourages teams to prioritize enterprise success over individual agendas and do the right thing for the organization.
• Boldly creates focus by aligning critical priorities across businesses, functions, and regions; eliminates nonessential work that could distract the organization from executing key priorities.
• Champions innovative ways to manage risk through streamlining processes and building common methods.
• Creates and reinforces a culture of exceptional controls that support client satisfaction and operational effectiveness.
• Proactively solves systemic ent