Senior Specialist - Risk Management

• Fraud detection models running continuously across money movement, trading abuse, and document forgery
  
• Automated AML review: data aggregation, risk metric computation, high-risk client flagging
  
• Investigation portals that synthesise findings into unified risk profiles instead of scattered notes
  

Five things sit with you. All of them cover the entire business — financial and non-financial risk, every entity, every jurisdiction:

Risk Framework Ownership — Owning the enterprise risk framework end to end: taxonomy, appetite, assessment methodology and the control mapping underneath it. Market, credit, counterparty, liquidity and capital risk sit here alongside operational, technology, third-party, conduct, financial crime and strategic risk.

Regulatory Obligations Across Jurisdictions — Owning the risk view of everything each licence demands: prudential and capital requirements, client money and safeguarding, leverage and product rules, conduct and client outcomes, financial crime, reporting, outsourcing, resilience and governance. Keeping it consistent where jurisdictions differ, and turning regulatory change into action with lead time.

Predictive Risk — Building the forward-looking layer of the risk function. Leading indicators, predictive models, emerging risk identification and horizon scanning, so exposure gets flagged while it’s still cheap to fix rather than explained after it isn’t.

Testing, Monitoring & Remediation — Stress testing, scenario design, control testing, KRIs and risk reporting — and then chasing remediation until the exposure is measurably smaller, not just documented.

AI-Driven Transformation — Building the tools. Designing and deploying the models, automated monitoring and analytics the risk function runs on, embedding them into daily workflow, and governing them so the output can be trusted.

Own the framework across the whole business

•      Build and maintain the risk framework covering financial and non-financial risk — when it misses something, it's your problem until it's fixed

•      Monitor capital, liquidity, market, credit and counterparty exposure against internal limits set above the regulatory floor, not at it

•      Map controls to every material risk, name the risks running without one, and spot where several acceptable exposures combine into one that isn't

Own the regulatory picture

•      Keep one clear view of what every licence requires — prudential, conduct, client money, financial crime, reporting, outsourcing, resilience — and what the business is doing about each

•      Track regulatory change and say what has to be done differently, early enough for it to matter

•      Give inspections, submissions and regulatory requests risk data that holds up under examination

Predict, don't react

•      Build leading indicators that move before the risk does, and predictive models that flag exposure while it's still cheap to fix

•      Run horizon scanning across regulation, markets, technology, competitors and geopolitics, and turn it into risks the business recognises as its own

•      Review new products, new markets and major change before launch, and say what could go wrong while there's still time to design it out

Test it, then drive it down

•      Design stress tests that actually stress something, and defend the results when they're inconvenient

•      Set KRIs with thresholds specific enough to be breached, escalate with a recommendation attached, and report one connected picture to management, committees and the board

•      Chase action plans to closure and verify the exposure actually fell — measured on the indicator, not asserted in an email

Build the AI the function runs on

•      Design and deploy models, automated monitoring and analytics yourself — this is a build role, not a role that uses someone else's tools

•      Embed them into how the team works day to day, so analyst time goes to judgment instead of data collection

•      Govern what you build: inventory, validation, performance monitoring. Know when a flag is noise and when it's the start of something real, and push back when a dashboard calls something a risk that isn't

You've managed risk across a whole business, not one segment of it. 5-8 years in risk management within financial services, trading or a regulated brokerage, covering financial and non-financial risk. You can go from a capital calculation to a vendor concentration issue to a conduct risk assessment in the same week and be credible in all three. You think in exposure, not in process — you can see where an operation is fragile before a test proves it.

You've built a framework someone actually used. Taxonomy, appetite, methodology, indicators, reporting. You know which parts change behaviour and which parts just generate paper. And you finish things: you follow actions to closure and check the risk moved, because an action closed on a tracker that left the exposure where it was isn't closed.

You know CFD products, the platforms they run on, and the regulation around both. Required. Leverage, margin, negative balance protection, hedging models, client positioning — and how each turns into exposure. Prudential and capital frameworks: IFR/IFD, Basel principles as applied to investment firms, MiFID II conduct requirements. You can read a licence condition in any jurisdiction and say what it means operationally.

You work forward, not backward. You're more interested in what's coming than what already happened, and you can point to a time you flagged something before it became a problem and explain how you knew. You've built leading indicators or predictive analysis that changed a decision, not just a report.

You build AI, you don't just use it. Comfortable in large datasets and confident with the statistics behind a model. You've built or deployed something that runs in production — automated monitoring, a predictive model, an analytics pipeline — and embedded it into how a team works, not left it as a proof of concept. You understand where models are strong, where they need a person, and how to govern the difference. You don't need direct reports to have influence: when your assessment says something matters, people act on it because the reasoning holds.