ABOUT US

At HUB International, we are a team of entrepreneurs. We believe in protecting and supporting the aspirations of individuals, families, and businesses. We help our clients evaluate their risks and develop solutions tailored to their needs. We believe in empowering our employees to learn, grow, and make a difference. Our structure enables our teams to maintain their own unique, regional culture while leveraging support and resources from our corporate centers of excellence.

HUB is a global insurance and employee benefits broker, providing a boundaryless array of business insurance, employee benefits, risk services, personal insurance, retirement, and private wealth management products and services. With over $5 billion in revenue and almost 20,000 employees in 600 offices throughout North America, HUB has grown substantially, in part due to our industry leading success in mergers and acquisitions

The Process and Controls Advisor is a veteran practitioner and the sole owner of a capability that does not exist anywhere else in HUB — the ability to enter a TechOps service domain, assess what exists, identify what is missing, and produce the process and control documentation that makes operationalization possible. This is not a supporting role. It is a self-directing, domain-facing discipline that operates across immediate, mid-term, and long-term horizons simultaneously.

In the immediate term, this role conducts discovery interviews with Domain Leads, maps current-state processes, and identifies control gaps against the Technology Governance framework. In the mid-term, it drives operationalization — translating findings into workflow requirements, control design inputs, and actionable backlog items. In the long-term, it builds the analytical muscle and process discipline within domains that sustains what Technology Governance stands up.

The right candidate arrives with their own methodology — developed through years of doing this kind of work in regulated environments — and adapts it to HUB's framework and culture. They do not need a playbook. They write one.

Process design and operationalization support

• Support control design by providing process analysis, workflow documentation, and current-state context that informs design decisions
• Identify where existing processes can be modified to produce control evidence systematically — reducing manual burden on domain teams
• Recommend process improvements that serve both operational efficiency and control integrity
• Recognize when a process problem requires escalation to the Control Operationalization Manager versus when it can be resolved through documentation and workflow adjustment

Discovery and current-state assessment

• Conduct independent discovery interviews with Domain Leads and domain team members across TechOps service domains — no facilitation support required
• Map current-state processes with enough fidelity to identify where controls exist, where they are insufficient, and where they are absent entirely
• Assess domain documentation coverage across the full Technology Governance framework hierarchy — from corporate policies and standards through operational policies, operational standards, SOPs, control documents, monitoring reports, control evidence reports, and domain records — identifying where the documentation chain is intact, where it is broken, and where it does not exist
• Document workflow requirements — inputs, outputs, decision points, handoffs, system dependencies, and evidence production points — in formats that feed control design and documentation production
• Assess process maturity honestly — distinguish between processes that exist and are followed, processes that exist on paper only, and processes that have never been formally defined
• Surface undocumented institutional knowledge and operational workarounds that represent both risk and design opportunity

Control gap analysis

• Evaluate domain processes against Technology Governance control framework requirements — identifying gaps and deficiencies with enough specificity to act on
• Distinguish between a documentation gap and an operational gap — know which one you are looking at and document it as such
• Assess the risk profile of identified gaps — severity, regulatory exposure, and operational consequence — and communicate findings in terms that inform prioritization decisions
• Identify compensating controls where primary controls are absent — and document whether they are sufficient or temporary

Operationalization backlog management

• Own and maintain the operationalization backlog as the authoritative record of Technology Governance's open work across TechOps service domains
• Translate discove