President

Position: President— Global Risk Alliance (GRA) / Nexus Governance System
Type: Strategic financial-market governance and integrity leadership role (non-executive; strictly non-executing)
Board: Council leaders are considered for Board/Trustee nomination after joining and serving in good standing
Location: International (distributed, hybrid)
Term: 3 Years
Time commitment: ~20 hours per month (build-year cadence; surge leadership during escalations/events)
Apply here: https://therisk.global/work/job/president-gra/

Context and Purpose

Global risk and resilience finance is constrained less by capital availability than by diligence friction, weak evidence-to-settlement pathways, inconsistent monitoring, and unclear accountability. Financial institutions, insurers, development finance institutions, and capital markets require decision objects that are traceable, comparable, and safe to rely on—yet most “risk data” is fragmented, non-auditable, and not aligned to execution-grade workflows.

The Global Risk Alliance (GRA) exists to govern the finance usability layer of the Nexus ecosystem: the standards, controls, and operating discipline that allow risk determinations, readiness objects, and evidence packs to be priced, routed, monitored, and corrected in a way that financial services can adopt—without collapsing governance into regulated execution. GRA’s role is to ensure that the system’s outputs map cleanly to the realities of financial services: governance, conduct, conflicts, disclosure, auditability, servicing clocks, and monitoring integrity.

The President / Chief Steward is the apex convening and accountability role for GRA. The mandate is to steward coherence, integrity, and scale across the finance-facing governance machine; chair the top-level agenda; resolve systemic conflicts; enforce neutrality and due process; and ensure that GRA outputs are execution-usable without becoming execution. This role does not underwrite, place, broker, custody, operate markets, provide regulated advice, steer procurement, select vendors, or imply endorsement.

Key Responsibilities

• Chair the GRA council system and leadership rhythm; set annual and quarterly priorities; maintain disciplined cadence across working groups, committees, and special sessions.
• Resolve systemic conflicts and deadlocks, especially where integrity, safety, neutrality, enforceability, and interoperability collide.
• Maintain clarity of scope across the finance-facing governance machine: what GRA will and will not do, what constitutes an acceptable market-usable output, and what must be paused.
• Ensure governance actions and determinations are valid only when properly recorded: authority chain, quorum/votes, recusals, rationale, outcomes, and distribution completion.
• Sponsor operating discipline that prevents informal decisions, side-channel commitments, preferential access, or unrecorded commitments.
• Require explicit correction and supersession traceability for changes; prohibit silent edits and “unpublished revisions.”
• Enforce strict non-execution boundaries and prevent regulated activity within governance functions, including any drift into: transaction advice, placement, underwriting, custody, market operation, or deal steering.
• Prevent capture by any funder, institution, geography, product vendor, or financial bloc; enforce concentration and influence controls.
• Prevent procurement steering, vendor favoritism, implied approvals, “badge-for-money” dynamics, and misrepresentation of recognition as commercial endorsement.
• Ensure outputs remain finance-usable while governance-safe: standard term-sheet libraries, diligence-ready annex structures, monitoring and verification expectations, claims/disclosure rules, and servicing-clock discipline—without performing execution.
• Maintain conduct, conflicts, and disclosure posture appropriate to financial services: clear disclaimers, bounded claims, and neutral availability of standards to all qualified participants.
• Ensure protected participation is real and safe in finance-facing contexts: safe channels, retaliation prevention, grievance intake, time-bound remedy processes, and credible enforcement ladders.
• Maintain do-no-harm posture across disclosure and publication, including information hazard awareness, market sensitivity, and avoidance of exploitable vulnerabilities.
• Ensure sensitive materials and discussions are handled under clear handling rules: least-privilege distribution, controlled sessions where needed, disciplined publication posture, and safe external references.
• Protect credibility by ensuring communications remain public-safe, correctly disclaimed, and never based on restricted materials without clearance.
• Treat membership growth and seat completion as core leadership outcomes: build a high-trust, globally legitimate finance-facing council system with credible coverage across sovereign/public authorities, finance and development institutions, operators, civil society/media, and community integrity functions.
• Strengthen onboarding throughput and participation quality while maintaining rigorous independence, fit-and-proper posture, and conflict controls.
• Sponsor quarterly learning cycles and governance improvement: what worked, what failed, what was corrected, what created diligence friction, and what standards/processes must evolve.
• Ensure credibility is maintained through consistent correction practices, clear disclosure boundaries, and disciplined enforcement.

Compensation, Remuneration, and Expenses

This role is designed to be trust-maximizing and capture-resistant in a financial services context.

• Governance authority is not paid. Compensation is never linked to votes, approvals, recognition decisions, enforcement actions, standards outcomes, market outcomes, or influence. No success fees. No pay-to-approve.
• Operational workload may be compensated (where permitted). If significant build-year operational leadership is required (governance production rhythm, convening delivery, crisis coordination, standards implementation operations), compensation may be provided only for clearly defined operational services—scoped, time-bounded, deliverable-based, independently approved, and auditable, with conflicts safeguards.
• Expenses may be reimbursed. Reasonable, documented, pre-approved out-of-pocket expenses required for the role may be reimbursed in accordance with policy and handling requirements.
• Standing and independence apply. Continued service depends on remaining in good standing, meeting disclosure obligations, and maintaining independence consistent with integrity and conduct requirements.

Opportunities for Leaders to Join

• Institution-building leverage: shape the finance-usability governance layer that enables diligence compression, comparability, monitoring integrity, and correctionability for risk and resilience finance at global scale.
• High-trust convening platform: lead a rare cross-sector forum where sovereign constraints, financial services conduct, operational realism, transparency, and community protection are integrated into durable standards and workflows.
• Reputational integrity premium: operate within a system that treats corrections, due process, handling discipline, and neutral access as first principles—designed for scrutiny by boards, regulators, and audit committees.
• Network and partnership depth: collaborate with leading institutions across financial services, development finance, sovereign/public authorities, operators, academia, civil society/media, and community governance.
• Governance pathway: performance in this role is a primary pathway to consideration for deeper governance responsibilities (without implying entitlement).

Leaders Profile

We are seeking a senior “systems steward,” typically with 15+ years of leadership and credibility across one or more of:

• Chairing governance bodies in financial services, standards bodies, multilateral committees, or high-stakes cross-sector councils.
• Senior leadership in financial services, development finance, (re)insurance/ILS, infrastructure finance, or regulated market infrastructure—without conflicts that compromise neutrality.
• Conduct, compliance, risk governance, audit, or policy leadership with strong due-process and record discipline.
• Architecture of diligence, monitoring, disclosure, and servicing workflows (finance-usable documentation systems).
• Crisis governance under scrutiny (market stress, incident response, reputational risk, enforcement posture).

Capabilities and Mindset

• Integrity-first judgment: comfortable stopping releases, demanding corrections, and resisting pressure from powerful financial actors.
• Governance engineering: can convert principles into operational cadence, records discipline, enforceable controls, and neutral-access posture.
• Neutral convenor: can bridge divergent stakeholders without brokering deals, advising transactions, or crossing into execution.
• High accountability: clear writing, disciplined decisioning, strong follow-through, comfort with scrutiny by regulators, boards, and audit committees.
• Long-term institution builder: sees this as a multi-decade effort to make risk and resilience finance auditable, interoperable, and correctionable.

Eligibility, Membership, and Independence

• Holds a primary full-time role outside the council seat and can commit sustained time at the expected load.
• Willing to fully disclose relevant interests and abide by conflict-of-interest, recusal, and conduct requirements.
• Not placed in a situation where service creates unmanageable conflicts, compromises neutrality, or creates regulated-activity ambiguity.
• Accepts strict confidentiality, handling discipline, and communications integrity expectations.
• Commits to remain in good standing (participation, disclosures, and applicable contribution obligations).