{"id":1029683,"date":"2026-01-01T06:41:04","date_gmt":"2026-01-01T06:41:04","guid":{"rendered":"https:\/\/therisk.global\/work\/?post_type=job_listing&p=1029683"},"modified":"2026-01-01T06:41:04","modified_gmt":"2026-01-01T06:41:04","slug":"chair-funds-treasury-governance-committee","status":"publish","type":"job_listing","link":"https:\/\/therisk.global\/nexus-agency\/job\/chair-funds-treasury-governance-committee\/","title":{"rendered":"Chair, Funds & Treasury Governance Committee"},"content":{"rendered":"
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Position:<\/strong> Chair, Funds & Treasury Governance Committee \u2014 Global Risk Alliance (GRA) \/ Nexus Governance System
Type:<\/strong> Fund governance, treasury controls, and capital-flow integrity governance leadership role (non-executive; strictly non-executing)
Board:<\/strong> Council committee chairs are considered for Board\/Trustee nomination after serving in good standing
Location:<\/strong> International (distributed, hybrid)
Term:<\/strong> 3 Years
Time commitment:<\/strong> ~15\u201330 hours per month (build-year cadence; surge periods around fund architecture releases, audit cycles, and stress events)
Apply here:\u00a0<\/strong>https:\/\/therisk.global\/work\/work\/chair-funds-treasury-governance-committee\/<\/p>\n

Context and Purpose<\/h4>\n

Resilience finance fails at scale when capital flows are not governed with institutional-grade discipline: unclear segregation of accounts, weak controls, opaque fees, inconsistent reporting, and insufficient auditability. In multi-party programs\u2014especially those involving public authorities, DFIs, insurers, and private capital\u2014funds governance must prevent commingling, conflicts, and \u201cshadow allocation\u201d decisions that undermine trust.<\/p>\n

The Chair, Funds & Treasury Governance Committee governs the fund- and treasury-facing usability layer of the Nexus rail within GRA: governance standards and templates for ring-fenced accounts, contribution and eligibility rules, treasury control posture, reporting packs, stress-test expectations, and correctionable audit trails\u2014so authorized institutions can operate funds safely without GRA becoming a fund manager or custodian.<\/p>\n

This is governance\u2014not execution. The role does not manage funds, take custody, allocate capital, select managers, execute payments, provide regulated advice, steer procurement, or imply endorsement. It produces governance artifacts and committee decisions that licensed and authorized entities can implement.<\/p>\n

Key Responsibilities<\/h4>\n
    \n
  • Chair committee cadence and decision rhythm; maintain a disciplined pipeline of funds\/treasury dockets (segregation standards, control frameworks, reporting packs, stress-test templates, correction rules).<\/li>\n
  • Define \u201cfund-governance-ready\u201d requirements: segregation and ring-fencing posture, eligibility rules, control environment expectations, audit trail sufficiency, and explicit correction\/supersession mechanics.<\/li>\n
  • Ensure outputs remain governance-safe: standards and templates, not fund management, allocation decisions, or operational treasury execution.<\/li>\n
  • Standardize fund and treasury governance interfaces:\n
      \n
    • ring-fenced account and sub-account structures (lane-based segregation)<\/li>\n
    • contribution\/eligibility rule templates (caps, floors, waivers, standing)<\/li>\n
    • treasury control templates (dual control, approvals, reconciliations, audit logs)<\/li>\n
    • fee-stack transparency templates (no hidden spreads)<\/li>\n
    • reporting packs (cadence, KPIs, evidence requirements, audit posture)<\/li>\n<\/ul>\n<\/li>\n
    • Maintain comparability across jurisdictions and program types to enable donor\/investor confidence and audit survivability.<\/li>\n
    • Govern stress-test and failure-mode discipline for funds: liquidity freezes, FX convertibility constraints, sanctions surprises, cyber incidents, surge drawdowns, and operational outages.<\/li>\n
    • Ensure exception handling and remedy pathways are defined: what happens when controls fail, reporting is late, or discrepancies are detected.<\/li>\n
    • Require correction and supersession discipline: no silent edits to governance rules, eligibility criteria, or reporting expectations.<\/li>\n
    • Enforce neutrality and competition-safe convening: prevent preferential access for any funder, manager, custodian, bank, or vendor; avoid pay-to-influence dynamics.<\/li>\n
    • Maintain strict non-execution boundaries: no manager selection, no fund allocation, no custody, no payment operations, no \u201capproved funds.\u201d<\/li>\n
    • Ensure claims discipline: prevent governance conformance being marketed as custody assurance, funding guarantee, or regulatory approval.<\/li>\n
    • Drive participation and seat coverage across treasury leaders, fund governance experts, DFIs\/donors, sovereign finance officials, auditors, and control specialists\u2014while enforcing fit-and-proper and conflict controls.<\/li>\n
    • Sponsor quarterly learning cycles: control failures, audit findings, disputes, corrections, and improvements to governance templates and reporting packs.<\/li>\n<\/ul>\n

      Compensation, Remuneration, and Expenses<\/h4>\n

      This role is designed to be trust-maximizing and capture-resistant in fund and treasury contexts.<\/p>\n

        \n
      • Governance authority is not paid.<\/strong> Compensation is never linked to votes, approvals, recognition decisions, enforcement actions, funding outcomes, market outcomes, or influence. No success fees. No pay-to-approve.<\/li>\n
      • Operational workload may be compensated (where permitted).<\/strong> If build-year operational work is required (governance template libraries, stress-test frameworks, reporting pack design, committee operations), compensation may be provided only for clearly defined operational services\u2014scoped, time-bounded, deliverable-based, independently approved, and auditable, with conflicts safeguards.<\/li>\n
      • Expenses may be reimbursed.<\/strong> Reasonable, documented, pre-approved out-of-pocket expenses required for the role may be reimbursed in accordance with policy and handling requirements.<\/li>\n
      • Standing and independence apply.<\/strong> Continued service depends on remaining in good standing, meeting disclosure obligations, and maintaining independence consistent with integrity and conduct requirements.<\/li>\n<\/ul>\n

        Opportunities for Leaders to Join<\/h4>\n
          \n
        • Build the capital-flow integrity and funds governance standards that make multi-party resilience finance auditable and trustworthy.<\/li>\n
        • Shape ring-fencing, reporting, and stress-test templates that reduce leakage risk, commingling risk, and \u201cshadow allocation\u201d dynamics.<\/li>\n
        • Convene funders, DFIs, sovereign finance leaders, and auditors in a neutrality-safe forum designed to withstand public and audit scrutiny.<\/li>\n
        • Strong performance positions leaders for broader chairing responsibilities and board consideration (without implying entitlement).<\/li>\n<\/ul>\n

          Leaders Profile<\/h4>\n

          We are seeking senior leaders (typically 15+ years) with credibility across one or more of:<\/p>\n

            \n
          • Fund governance, treasury controls, finance operations governance, or custody-adjacent control environments.<\/li>\n
          • Donor fund structures, multi-party facilities, DFI trust funds, sovereign funds, or ring-fenced program accounts.<\/li>\n
          • Audit, internal controls, risk governance, and financial reporting in high-scrutiny environments.<\/li>\n
          • Stress testing, liquidity risk, FX risk governance, or operational resilience for treasury systems.<\/li>\n<\/ul>\n

            Capabilities and Mindset<\/h4>\n
              \n
            • Controls-first rigor: defines governance that survives audit and real stress.<\/li>\n
            • Boundary discipline: refuses execution drift (no custody, no allocations, no manager selection).<\/li>\n
            • Neutral convenor: prevents capture and preferential access in multi-funder settings.<\/li>\n
            • Correction-positive: treats corrections and transparent change control as core to trust.<\/li>\n
            • Strong financial writing: precise on rules, controls, reporting, and exceptions.<\/li>\n<\/ul>\n

              Eligibility, Membership, and Independence<\/h4>\n
                \n
              • Holds a primary full-time role outside the committee chair seat and can sustain the expected cadence and surge periods.<\/li>\n
              • Willing to fully disclose relevant interests (custodian ties, manager roles, vendor relationships, financial interests) and comply with conflict-of-interest, recusal, and conduct requirements.<\/li>\n
              • Not placed in a situation where service creates unmanageable conflicts, compromises neutrality, or creates regulated-activity ambiguity.<\/li>\n
              • Accepts strict confidentiality, handling discipline, and communications integrity expectations.<\/li>\n
              • Commits to remain in good standing (participation, disclosures, and applicable contribution obligations).<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
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