Job Description

Purpose of the Role

To enable ‘secure by design’, supporting the bank’s change programmes, design and implement a secure systems and architecture across a broad set of security domains. These include data security, security risk management, asset security, security architecture and engineering (incl. cloud security), communications and networks, security operations, software development, security assurance testing, identity and access management (IAM).

Accountabilities

• Control function or security guild responsible for technology change oversight and governance.
• Execution of security risk assessments and building threat models during the change & development lifecycle in order to identify vulnerabilities within the banks IT systems, applications and infrastructure, ensuring that compensating security controls and countermeasures are embedded in order to enhance security posture and resilience against cyber threats.
• Provision of timely communication of key findings and recommendations to stakeholders.
• Enablement of DevSecOps (and shift left), by providing engagement channels for customers and stakeholders who wish to engage early seeking security advice and input into their business plans and opportunities, or technology change designs, influencing key stakeholders in COO and CSO to create security strategies to enable business and technology evolution.
• Support and guidance to CISO, CIO and Product Team functions providing security reviews for prospective 3rd party technology products and services.
• Transfer of residual risks to the business/customer as required by the bank’s enterprise risk management framework.
• Collaboration with stakeholder and IT teams to support incident response and investigations using their knowledge of the banks technology systems sharing security insights.
• Participation in the development and maintenance of security policies, standards and procedures aligned to the banks risk tolerance, regulatory requirements and industry best practice.

Assistant Vice President Expectations

• To advise and influence decision making, contribute to policy development and take responsibility for operational effectiveness.
• Collaborate closely with other functions/ business divisions.
• Lead a team performing complex tasks, using well developed professional knowledge and skills to deliver on work that impacts the whole business function.
• Set objectives and coach employees in pursuit of those objectives, appraisal of performance relative to objectives and determination of reward outcomes.
• If the position has leadership responsibilities, People Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are:
  • L – Listen and be authentic,
  • E – Energise and inspire,
  • A – Align across the enterprise,
  • D – Develop others.
• OR for an individual contributor, they will lead collaborative assignments and guide team members through structured assignments, identify the need for the inclusion of other areas of specialisation to complete assignments. They will identify new directions for assignments and / or projects, identifying a combination of cross functional methodologies or practices to meet required outcomes.
• Consult on complex issues; providing advice to People Leaders to support the resolution of escalated issues.
• Identify ways to mitigate risk and developing new policies/procedures in support of the control and governance agenda.
• Take ownership for managing risk and strengthening controls in relation to the work done.
• Perform work that is closely related to that of other areas, which requires understanding of how areas coordinate and contribute to the achievement of the objectives of the organisation sub-function.
• Collaborate with other areas of work, for business aligned support areas to keep up to speed with business activity and the business strategy.
• Engage in complex analysis of data from multiple sources of information, internal and external sources such as procedures and practises (in other areas, teams, companies, etc.) to solve problems creatively and effectively.
• Communicate complex information. 'Complex' information could include sensitive information or information that is difficult to communicate because of its content or its audience.
• Influence or convince stakeholders to achieve outcomes.