Senior Manager, BFCR Performance and Delivery

Job title: Senior Manager, BFCR Performance and Delivery

• The Senior Manager, BFCR Performance and Delivery role sits within IWPB Business Financial Crime Risk (BFCR) as a First Line of Defence capability in the Business and Resilience Risk (BRR) team, reporting to the IWPB Head of BFCR Performance. The role is accountable for driving end-to-end performance, delivery discipline and continuous improvement across the Financial Crime Risk (FCR) operating model, spanning Customer Due Diligence (CDD), Customer Screening & Exit Management (CSEM), screening, transaction monitoring, and associated policies and procedures.
• Working in close partnership with Operations/Client Services, Product and Business teams, BRR Utility, Transformation, Technology, Analytics, Markets and Risk Stewards, the role drives end-to-end performance management and delivery. It ensures NTB and ETB customer journeys and financial crime controls operate effectively within AML and Sanctions risk appetite, while maintaining a strong customer-centric focus.
• This includes oversight of FCR management information and performance forums, ensuring timely reporting, clear decision-making and disciplined action tracking/closure. It uses performance insight (KPIs/KCIs, SLAs, volumes, ageing, rework and complaint’s themes) to identify root causes, prioritise interventions and improve operational outcomes across CDD, CSEM, screening and transaction monitoring. The role shapes the change pipeline by helping to define and prioritise process and technology enhancements with clear benefits cases, and delivery tracking for the CDD/CSEM book of work. It also ensures policy/procedure changes are impact assessed from both customer and operational perspectives, supports key strategic programmes (e.g., OBKYC and Single Actor Model), and identifies/drives simplification opportunities that improve control effectiveness, efficiency and customer outcomes.

In this role, you will:

Principal Accountabilities and Responsibilities

Own MI governance and ensure timely, accurate submission of agreed FCR MI packs to performance forums

• Timeliness: ≥98% of agreed MI packs submitted on or before forum deadlines.
• Data quality: ≤2% material data defects per reporting cycle; recurring issues supported by documented root cause analysis and remediation plan.
• Forum discipline: Actions recorded with clear owners and due dates; ≥90% closed by the agreed due date.

Work with Client Services to improve performance through review of key KCIs and OKRs to improve the risk and control environment and drive efficiency.

• KCI/OKR improvement: Quarter-on-quarter improvement versus baseline for the top 5 priority KCIs/OKRs (e.g., SLA adherence, ageing, rework).
• SLA adherence: ≥95% compliance for in-scope CDD/CSEM/Screening/TM SLAs (or agreed market thresholds).
• Backlog control: Backlog maintained within agreed tolerance; no uncontrolled growth across two consecutive reporting periods.

Improve customer experience via oversight of complaints and drive improvements

• Complaint outcomes: Reduction in FCR-related complaint volumes and/or upheld rate versus baseline (tracked monthly/quarterly).
• Turnaround: ≥95% of FCR-related complaints supported within agreed internal response timelines.
• Thematic remediation: ≥80% of complaint themes have an agreed remediation plan with benefits tracked (customer impact and control enhancement).

Ensure the CDD and CSEM book of work is robustly forecasted, with adequate review and challenge, and that actuals are monitored.

• Forecast accuracy: Forecast vs actual within ±10% for volumes/effort at monthly cadence (or as agreed).
• Ageing reduction: Reduction in aged cases (>30/>60/>90 days) versus baseline, with process-specific thresholds.
• Capacity management: Scheduled demand/capacity view produced; resourcing risks escalated early with options.

Ensure any changes to Policy and Procedure are impact assessed from a customer perspective by working with the Procedure team.

• Impact assessment coverage: 100% of relevant policy/procedure changes supported by documented customer and Client Services (Ops) impact assessment prior to implementation.
• Post-change defects: Minimal implementation issues attributable to missed impacts (tracked via incidents, rework, complaints).

Work with CDD and CSEM teams to ensure technology requirements to improve Customer and Operations performance are identified and prioritised based on benefits.

• Demand governance: Prioritised tech backlog maintained; 100% of items submitted for approval include a benefits case.
• Benefits realisation: Agreed benefits tracked post-release (e.g., cycle time reduction, fewer hand-offs, reduced false positives, reduced rework).

Drive an improved customer outreach model across the FCR space (AML, Sanctions and Fraud).

• Effectiveness: Improved contact success rate and reduced repeat outreach; reduced customer drop-off/abandonment where applicable.
• Quality: Reduction in outreach-related complaints and rework arising from unclear requests.

Strategic simplification and programme support (OBKYC / Single Actor Model)

• Simplification pipeline: Minimum X improvement opportunities identified per quarter; Y progressed to delivery (to be agreed with line manager).
• Milestone delivery: Support OBKYC/Single Actor Model milestones to be delivered on time; risks and issues managed through agreed governance.

Customers / stakeholders

• Stakeholder management: Strong cross-market/channel/value stream and Group function relationships (including Audit & Assurance and Operations) to enable proportionate, effective risk management; evidenced SME input and an effective communication framework.
• Responsiveness: Proactive collaboration with business and markets; timely responses to actions and outcome requests.

Operational effectiveness and control (FCC risk culture in IWPB)

• Control environment: Uphold and strengthen compliance and FCC risk culture; maintain robust internal controls.
• Risk protection: Protect the Bank and IWPB from regulatory, financial and reputational loss.
• Measures: Strengthen the Global IWPB framework to proactively manage financial crime risk; embed lessons learnt from incidents, operational losses and audit findings into process/policy/guideline enhancements.

Leadership & Teamwork 

• Leadership: Visible, effective leadership of the team, driving pace, energy and high-quality SME support.
• Operates independently: Applying sound judgement and initiative to proactively address challenges, navigate uncertainty, and adapt to evolving circumstances, including interdependencies, opportunities, and risks.
• Continuous improvement: Constructive challenge of existing practices and controls; broad perspective and curiosity.
• Values-led culture: Promotes Group Values and strategy; fosters collaboration and a positive environment.
• Resource optimisation: Deploys resources effectively to build capability and strong working relationships.
• Accountability: Clear responsibilities and objectives; ongoing review of risks and controls in line with strategy, regulatory change, operating model and systems changes.
• Measures: Effective performance management; prompt resolution delivery; global communication and collaboration; strategic influence; swift issue resolution to minimise unnecessary escalations.
• Risk management: Strikes an effective balance between actionable risk management and materiality, ensuring compliance in a straightforward, pragmatic manner.
• Stakeholders: Influences stakeholders at all levels across the organisation as required.

To be successful you will:

Functional Knowledge

• Demonstrated ability to collaborate across IWPB Stakeholders to drive improvement in customer experience and operational efficiency
• Proven ability to translate complex data into clear, actionable insights, with well-founded conclusions and practical recommendations.
• Proven track record of making strategic decisions to deliver optimal outcomes.
• Experienced leader in Financial Crime Compliance, with in-depth expertise in AML, Sanctions / Screening processes and tools.
• Strong grasp of the financial crime control environment and its ongoing management
• Comprehensive understanding of global regulatory developments in the financial services sector, including emerging changes impacting policy, process and control effectiveness.
• Demonstrated ability to draft and oversee financial crime appetite and risk framework.
• Extensive experience in people and team management, fostering high performance and empowering team members.
• Solid working knowledge of all facets of financial crime risk controls.
• Excellent communication, presentation, and interpersonal skills, with the ability to engage and challenge stakeholders at all levels.
• Advanced analytical, decision-making, and lateral thinking abilities, with a talent for connecting related initiatives.

Others

• Scope covers IWPB, including GPB and Insurance, with information sharing or review across the UK and Hong Kong as appropriate.

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