HSBC
Head of AI, Asset Management
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Role purpose
The Head of AI is the senior AM executive accountable for orchestrating and accelerating the adoption of AI across Asset Management to deliver measurable business value (investment enablement, client outcomes, productivity, and control uplift), while ensuring AI activities remain aligned with HSBC Group / IWPB AI standards, platforms and responsible AI governance across AM’s markets, legal entities and fund structures.
This role is explicitly not intended to centralise all AI decision-making in AM. It exists to enable business ownership, connect domain initiatives to enterprise capabilities, scale transversal programmes, and ensure transparency of outcomes, controls and benefit realisation.
Design principles
- Business-owned outcomes: Investments / Alternatives / Product / Functions retain accountability for domain outcomes and process decisions.
- Transversal acceleration: The Head of AI leads/coordinates enterprise capabilities that benefit multiple AM areas.
- No additional line of defence: The role supports 1LoD ownership and implementation; 2LoD/3LoD independence remains unchanged.
- Two-way Group partnership: AM adopts Group solutions where fit, and contributes reusable AM innovations back into the enterprise.
Key responsibilities
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Strategy orchestration & portfolio transparency (OpCo enablement)
Translate AM strategic priorities into an AM AI agenda and roadmap for OpCo visibility, balancing:
- Investment enablement (research insight, decision support, investment process augmentation within governance),
- Client and distribution enablement (regulated content enablement within controls),
- Operations and productivity (workflow automation, copilots, knowledge management),
- Control uplift (monitoring/surveillance augmentation, testing and evaluation enablement).
Provide the AM OpCo with options, trade-offs, and evidence to support decisions on priorities, sequencing, and investment; the OpCo retains decision rights on funding and strategic choices.
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Protect investment-led innovation
Establish an operating rhythm with Investments and Alternatives to identify high-value opportunities, ensure safe experimentation-to-scale pathways, and remove blockers (data, evaluation, vendor/platform fit).
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Explicitly preserve that domain-specific investment decisions remain with accountable Investment leaders; the Head of AI acts as an accelerator and connector.
3. Transversal programme delivery
Lead/coordinate transversal initiatives across AM, e.g.:
- common AI components and reusable services,
- productivity tool adoption and training aligned to Group programmes,
- shared evaluation/monitoring patterns (incl. human-in-the-loop),
- AI literacy and change enablement,
- cross-AM scaling playbooks and ways of working.
Partner with Value Stream owners, Technology, Data and Operations to embed solutions into BAU with clear day‑2 ownership.
Coordinate internal AM-wide communication on AI to ensure consistent messaging and coherence across function-specific channels (e.g., Investments and Alternatives newsletters), in partnership with Communications and the AM COO.
4. Governance enablement
Ensure AM AI initiatives operate in line with Group Responsible AI, model governance, safety, evaluation, monitoring and tooling standards.
Support first-line owners to implement controls and evidence; accountability remains with the relevant business/function/legal entity.
Maintain effective engagement with Risk, Compliance, Legal and Internal Audit for audit readiness without creating an intermediate oversight layer.
5. Two-way partnership with Group/IWPB AI
Drive adoption of Group/IWPB AI platforms and approved patterns where fit-for-purpose for AM.
Represent AM requirements in platform evolution discussions and secure enablement capacity for AM priorities.
Enable AM ↔ Group reuse by contributing reusable AM components/patterns back into enterprise repositories where appropriate.
Escalate via the IWPB CAIO where AM’s fiduciary, investment, regulatory or legal-entity constraints require divergence from standard solutions.
Ensure Group/IWPB stakeholders understand Asset Management’s specific requirements and constraints (fiduciary duties, investment governance, regulatory and legal-entity/fund-structure considerations), and reflect these in platform and standard evolution; reciprocally, champion adoption of Group solutions where fit and contribute reusable AM innovations back to the enterprise.
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Value measurement & benefits realisation
Own AM AI value measurement, partnering with Finance to define KPIs and validate benefits (P&L impact where applicable, productivity, risk/control uplift, client outcomes).
Provide regular portfolio reporting to AM OpCo on progress, benefits, control posture and key dependencies.
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Stakeholder management & external engagement
Support Global COO and local COOs with AI-related engagement for boards, regulators and external stakeholders, ensuring AM’s AI strategy and control posture are defensible across jurisdictions.
Own the development and stewardship of Asset Management’s AI narrative for clients and external audiences, partnering with Communications and the AM COO to ensure messaging is accurate, controlled and aligned to Group/IWPB sensitivities; act as a supporting SME for engagements as delegated rather than the primary spokesperson.
Decision rights
- AM OpCo: strategic ambition, priorities, funding, material resource allocation.
- Business/function owners: domain use cases, process ownership, outcomes, and 1LoD control ownership.
- AM Head of AI: orchestration, acceleration, transversal programme outcomes, portfolio transparency, value measurement, and Group/IWPB connectivity.
- Value Streams / Technology / Data / Operations: delivery execution (build, deploy, run) under agreed priorities.
- IWPB/Group AI (via IWPB CAIO): common platforms, standards, reusable capabilities, enablement capacity; arbitration/escalation as required.
- Risk/Compliance: independent 2LoD responsibilities under existing model.
- Media spokesperson duties, where required, remain with the CEO or nominated Communications lead. Public-facing speaking engagements (e.g., conferences/panels), where required, will be undertaken only as delegated and in coordination with Communications and the COO.
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