UK

United Kingdom · Compliance, quality and safety · C-Suite (20+ years)

Chief Resilience Officer / VP, EHS & Crisis Management

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) and Board of Directors
  • UK framework levelUsually an executive or board-level role

Also advertised as Chief Safety & Compliance Officer · Executive VP, Enterprise Risk & Resilience · Global Head of Business Continuity & Crisis Response

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

ATHE Level 6 Award in Security Risk Management Consultancy ATHE Ltd · Level 6 · covers 1 of 5 standards
ProQual Level 4 NVQ Diploma in Management ProQual Awarding Body · Level 4 · covers 2 of 5 standards
SFJ Awards Level 3 Award in Fire Control Command SFJ Awards · Level 3 · covers 1 of 5 standards
Pearson Edexcel Level 4 NVQ Diploma in Business Administration Pearson Education Ltd · Level 4 · covers 1 of 5 standards
OCNLR Level 4 Certificate in Business Administration OCN London · Level 4 · covers 1 of 5 standards
SFEDI Awards Level 3 Award in Business Innovation, Sustainability and Growth SFEDI Enterprises Ltd. T/A SFEDI Awards · Level 3 · covers 1 of 5 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

organisational Resilience ATHE Level 6 Award in Security Risk Management Consultancy
Implement and maintain business continuity plans and processes ProQual Level 4 NVQ Diploma in Management
Manage the fire control room during operational incidents SFJ Awards Level 3 Award in Fire Control Command
Business Continuity Planning OCNLR Level 4 Certificate in Business Administration
Understand Business Resilience SFEDI Awards Level 3 Award in Business Innovation, Sustainability and Growth

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Foresight Fluency seeing round the corner
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for Chief Resilience Officer / VP, EHS & Crisis Management

5 units that map to this job, from the qualifications that cover it.

  1. organisational Resilience ATHE Ltd · covers 1 of 5 standards Level 6
  2. Implement and maintain business continuity plans and processes ProQual Awarding Body · covers 2 of 5 standards Level 4
  3. Manage the fire control room during operational incidents SFJ Awards · covers 1 of 5 standards Level 3
  4. Business Continuity Planning OCN London · covers 1 of 5 standards Level 4
  5. Understand Business Resilience SFEDI Enterprises Ltd. T/A SFEDI Awards · covers 1 of 5 standards Level 3
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Chief Resilience Officer / VP, EHS & Crisis Management?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI Governance & Ethical AI in Crisis
  • Climate Risk Modelling & Adaptation Strategy
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Chief Resilience Officer / VP, EHS & Crisis Management plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This role plans for major risks to an organisation, from pandemics to cyber-attacks to supply chain failures. The work involves preparing the organisation to withstand and recover from serious disruption, protecting people, reputation and finances.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Everbridge Suite / OnSolve Platform (or similar) Strategic

Leading vendor selection and negotiation, defining enterprise-wide communication protocols, and analysing platform effectiveness metrics for board reporting and strategic investment decisions.

Intelex / Enablon / Cority (or similar EHS/Incident Mgt.) Architect

Governing the overall data model, championing platform integration with GRC/ERP systems, and using platform data to justify strategic investments in risk mitigation and EHS programmes at the C-suite level.

ServiceNow GRC / Archer GRC Suite (or similar GRC Platform) Strategic

Owning the GRC module for enterprise resilience, defining the enterprise risk appetite framework, and presenting consolidated risk posture to the executive team, Board, and external auditors.

MS Teams (with Crisis Comms App) / SharePoint / Confluence Strategic

Setting the enterprise standard for crisis collaboration tooling, ensuring security, accessibility, and seamless integration with other core systems for executive-level decision-making.

Power BI / Tableau (or similar BI & Reporting) Strategic

Defining the key performance indicators (KPIs) for the entire enterprise resilience programme and overseeing the creation of executive-level dashboards for the C-suite and Board, ensuring data integrity and actionable insights.

Dataminr / NC4 / Esri ArcGIS (or similar Threat Intelligence) Strategic

Integrating threat intelligence into the enterprise risk assessment process, briefing leadership and the Board on emerging global threats, and shaping strategic investments based on potential business impact.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Programme Investment (e.g., new resilience platform) No authority. Assists in data gathering for business cases. Proposes specific tool recommendations to senior management. Recommends and justifies investments up to £50K, with Director approval.
Crisis Declaration / BCP Invocation Reports potential incidents to supervisor immediately. Escalates incidents to management with initial assessment. Recommends BCP invocation for departmental incidents to functional lead.
External Crisis Communication Strategy No direct external communication. Assists in drafting internal holding statements. Drafts internal communications for review. No external contact. Drafts holding statements for review by Legal and Comms. May participate in internal briefings.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Enterprise Resilience Maturity Score
Our overall score against a recognised resilience framework (e.g., BCI GPG, ISO 22301).
Target · Improve from 'Established' to 'Optimising' within 3 years.

Moving our BCI GPG score from 3.8 to 4.5 by Q4 2027, demonstrating continuous improvement in our preparedness and response capabilities across all business units.

Mean Time to Recovery (MTTR) for Critical Business Processes
The average time it takes to restore critical business functions after a major disruption.
Target · Reduce MTTR for Tier 1 processes by 25% over 2 years.

After a simulated data centre outage, we reduced the recovery time for our core trading platform from 8 hours to 6 hours, directly impacting potential revenue loss.

Regulatory Fines & Non-Compliance Incidents
The total value of fines or the number of significant non-compliance incidents related to EHS or operational resilience.
Target · Zero Tier 1 regulatory fines; maintain <2 Tier 2 non-compliance incidents annually.

Successfully navigated a complex environmental audit without any major findings, avoiding potential £1M+ penalties and reputational damage.

Board and Executive Risk Committee Confidence Score
A qualitative assessment of the Board's and Executive Committee's confidence in the company's resilience programme.
Target · Average score of 4.5/5.0 in annual internal surveys.

Achieving an average score of 4.7/5.0 from the Board on their confidence in our crisis response plans following the annual enterprise-level exercise.

Insurance Premium Reduction / Favourable Terms
Direct financial impact of a robust resilience programme on our insurance costs.
Target · Secure a 5-10% reduction in key resilience-related insurance premiums (e.g., D&O, Business Interruption) at renewal.

Our strong BCP and crisis management programme helped us negotiate a 7% reduction in our business interruption insurance premium, saving £250,000 annually.

Investor and Analyst Confidence
How external financial stakeholders perceive our ability to manage risk and maintain operational stability.
  • Positive mentions in analyst reports regarding our risk management
  • proactive engagement requests from investors on resilience topics
  • favourable commentary during earnings calls about our stability in turbulent markets
  • inclusion in ESG ratings for strong governance.
Executive Alignment & Engagement
The degree to which the entire C-suite and senior leadership actively participate in and champion resilience initiatives.
  • Regular, unprompted participation of executive leaders in crisis exercises
  • proactive requests from business unit heads for resilience support
  • inclusion of resilience as a standing agenda item in executive meetings
  • clear cascading of resilience objectives throughout the organisation.
Reputational Protection & Brand Trust
Our ability to protect the company's public image and maintain trust during and after a crisis.
  • Minimal negative media coverage during incidents
  • swift and effective management of public perception
  • positive sentiment shifts on social media post-crisis
  • retention of customer loyalty and market share during disruptions
  • external recognition for crisis response best practices.
Proactive Risk Identification & Mitigation
Our capability to identify emerging threats and implement preventative measures before they become crises.
  • Regular updates to the Board on emerging global risks (e.g., geopolitical, climate)
  • successful implementation of mitigation projects that prevent predicted incidents
  • early warning system effectiveness
  • demonstrable reduction in 'near miss' incidents across EHS.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Safeguarding the Enterprise

You're driven by the profound responsibility of protecting the company's future, its people, and its reputation. This means constantly analysing threats, refining strategies, and ensuring robust preparedness across all functions. It's about building a legacy of security.

Spending late nights reviewing geopolitical intelligence reports to anticipate supply chain disruptions, then briefing the CEO on proactive mitigation strategies to protect our global operations.

Leading Through Adversity

You thrive in high-stakes situations, finding purpose in guiding the organisation through its darkest hours. The challenge of bringing order to chaos and making critical decisions under pressure is what energises you. You're the one people look to when everything else is falling apart.

Taking command of a major incident response, coordinating multiple executive teams, and presenting a calm, clear update to the Board while external pressures mount.

Building a Culture of Preparedness

You're passionate about embedding a deep-seated culture of resilience throughout the entire organisation, from the shop floor to the boardroom. This involves championing training, advocating for necessary investments, and celebrating preparedness successes. It’s about creating an organisation that learns and adapts.

Securing significant budget approval for a new enterprise-wide resilience platform after demonstrating clear ROI and risk reduction to the Board.

What frustrates people
  • Boardroom Complacency: The cycle of intense focus on resilience after a crisis, followed by a gradual decline in attention and budget as memories fade and new priorities emerge.
  • Navigating Executive Politics: The constant need to build consensus and influence decisions among C-suite peers who may have competing priorities or different risk appetites.
  • The 'Prophet of Doom' Stigma (at scale): Being the executive who always highlights potential downsides and worst-case scenarios can be isolating, even when it's your job to do so.
  • Justifying Proactive Investment: The perennial challenge of securing significant capital for prevention and preparedness when the 'return' is the absence of a negative event, which is hard to quantify.
  • Information Overload & Misinformation: During a major crisis, sifting through vast amounts of conflicting information, internal rumours, and external misinformation to establish a clear 'Common Operating Picture' for the Board.
  • The Weight of Accountability: Carrying the ultimate responsibility for the company's survival and the safety of its people during an enterprise-threatening event, with little room for error.
What this role does not give you
  • A predictable 9-to-5 schedule; crises don't respect office hours.
  • A role where you're always the most popular person in the room; you'll often deliver inconvenient truths.
  • A position with absolute, unchallenged authority over every resource you need; influence and negotiation are your primary tools.
  • A quiet, contemplative role; this is about action, communication, and decisive leadership under pressure.
  • Instant gratification; many of your biggest successes will be the crises that never happened, which are hard to celebrate publicly.

8Who you work with

This role has a direct, enterprise-wide impact on the company's ability to operate, its long-term viability, and its reputation. You're responsible for protecting our people, assets, and brand value, directly influencing investor confidence and regulatory standing. Your decisions can mean the difference between a minor disruption and a catastrophic business failure.

Inside the business
  • CEO and Executive Leadership Team
  • Board of Directors (especially Audit & Risk Committees)
  • General Counsel and Legal Department
  • Chief Financial Officer (CFO) and Finance Leadership
  • Chief Operations Officer (COO) and all Operational Heads
  • Chief Information Officer (CIO) and Technology Leadership
Outside the business
  • Regulatory Bodies (e.g., HSE, Environment Agency)
  • Key Investors and Shareholder Groups
  • Major Insurance Providers
  • External Auditors and Compliance Consultants
  • Media and Public Relations Agencies
  • Industry Associations and Peer Networks

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of leading enterprise-level resilience, EHS, or risk management functions for a large, complex organisation (20+ years of progressive experience).
  • Direct experience reporting to and presenting to a Board of Directors and Executive Leadership Team.
  • Significant P&L ownership and management of multi-million-pound budgets.
  • Demonstrable experience leading major crisis responses at an organisational level, with direct accountability for outcomes.
  • Deep understanding of global regulatory environments and experience managing compliance across multiple jurisdictions.
  • A strong network within the resilience, EHS, or risk management industry, including engagement with key regulatory bodies and professional associations.

10What to practise next

Where the job is going, and what to do about it starting this week.

Cyber-Physical Convergence Resilience

The lines between IT (information technology) and OT (operational technology) are blurring. A cyber-attack on our industrial control systems could have devastating physical consequences. We need a unified strategy.

IT/OT risk integration · Industrial Control System (ICS) security · Physical security system integration with cyber de · Unified incident response for converged threats · Supply chain security for critical infrastructure

  • This quarter: Work with CIO and COO to map our critical IT/OT dependencies and vulnerabilities.
  • Next 6 months: Develop an integrated cyber-physical incident response plan and conduct a joint tabletop exercise.
  • Next 12 months: Advocate for investments in converged security solutions and talent.
  • Ongoing: Stay informed on emerging threats to critical national infrastructure and industrial control systems.

Quick win: Establish a cross-functional working group with IT, OT, and physical security leads to identify immediate integration gaps.

Advanced Geospatial Intelligence for Risk

Leveraging sophisticated geospatial data and analytics allows us to visualise and predict the impact of events (natural disasters, civil unrest, supply chain disruptions) with unprecedented accuracy, enabling more precise and rapid response.

GIS (Geographic Information Systems) for risk mapp · Satellite imagery and remote sensing for damage as · Real-time location intelligence for asset and pers · Predictive modelling using geospatial data · Integration of geospatial data with threat intelli

  • This quarter: Evaluate advanced geospatial intelligence platforms and their integration capabilities.
  • Next 6 months: Pilot a programme to use geospatial data for supply chain risk visualisation or facility vulnerability assessment.
  • Next 12 months: Integrate real-time geospatial feeds into our executive crisis dashboard.
  • Ongoing: Explore partnerships with geospatial data providers and analytics experts.

Quick win: Use publicly available satellite data or mapping tools to visualise our key operational sites against historical weather events or geopolitical hotspots.

11Staying current once you are in

What people here do to keep up
  • Active participation in global industry forums and associations (e.g., BCI, RIMS, ASIS, World Economic Forum's Global Risks Report discussions).
  • Regular engagement with regulatory bodies and policy-makers to influence and understand emerging legislation.
  • Mentoring rising talent within the resilience and EHS fields, both internally and externally.
  • Contributing to thought leadership through publications, speaking engagements, or panel discussions on enterprise resilience.
  • Continuous learning through executive education programmes on topics like geopolitical risk, AI governance, or climate science.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI Governance & Ethical AI in Crisis

As we increasingly use AI for threat intelligence, risk modelling, and even crisis communications, understanding its ethical implications, biases, and governance becomes paramount. A misstep with AI in a crisis could be catastrophic for reputation and trust.

  • AI explainability and transparency (XAI)
  • Bias detection and mitigation in AI models
  • Data privacy and security for AI applications
  • Regulatory frameworks for AI (e.g., EU AI Act)
  • Ethical guidelines for AI-driven decision-making i

Climate Risk Modelling & Adaptation Strategy

Climate change isn't a distant threat; it's a present and growing risk to our physical assets, supply chains, and operational continuity. Investors and regulators increasingly demand robust strategies for climate resilience.

  • Physical climate risks (e.g., extreme weather, sea
  • Transition climate risks (e.g., policy changes, ma
  • Scenario analysis for climate impacts (e.g., TCFD
  • Climate adaptation and mitigation strategies
  • Integration of climate risk into enterprise risk m

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Incident Command System (ICS) & NIMS
  • Enterprise Business Continuity Lifecycle Management
  • Strategic Root Cause Analysis (RCA)
  • Enterprise Exercise Design & Board-Level Facilitation
  • Crisis Communication Strategy (Investor & Media Focus)
  • Threat and Hazard Identification and Enterprise Risk Assessment (THIRA)

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    VP, Global Resilience / Director, Enterprise Risk

    5-10 years at VP/Director level prior to CRO

    Skills to master

    • Enterprise risk framework design, global programme management, executive stakeholder management, large-scale budget ownership, board reporting.

    You're ready to move on when

    • Successfully led a major, cross-functional crisis response for a complex organisation.
    • Consistently delivered on multi-year strategic resilience initiatives with measurable impact.
    • Demonstrated ability to influence and gain buy-in from C-suite executives.
    • Proven track record of building and leading high-performing teams across multiple geographies.
  2. 2

    Head of EHS & Sustainability (Large Global Company)

    7-12 years at Head of EHS level prior to CRO

    Skills to master

    • Deep understanding of global EHS regulations, sustainability strategy, environmental risk management, managing large operational teams, integrating EHS into business strategy.

    You're ready to move on when

    • Transformed EHS performance across a large, diverse operational footprint.
    • Successfully navigated complex environmental incidents with positive regulatory outcomes.
    • Developed and implemented a robust sustainability strategy with clear ESG reporting.
    • Demonstrated strong leadership and influence across operational and executive teams.
  3. 3

    Chief Operating Officer (COO) / Head of Operations (Large Company)

    8-15 years at COO/Head of Operations level prior to CRO

    Skills to master

    • Deep operational understanding, supply chain management, process optimisation, large-scale resource allocation, P&L management, crisis decision-making from an operational perspective.

    You're ready to move on when

    • Successfully managed complex global operations with a focus on efficiency and safety.
    • Demonstrated ability to lead operational recovery efforts post-disruption.
    • Proven track record of optimising supply chain resilience and risk mitigation.
    • Strong understanding of the interplay between operational decisions and enterprise-level risk.

15Where this role leads

The long view: This work can lead to chief executive roles in smaller or highly regulated firms, or to senior risk leadership in sectors such as finance.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Chief Resilience Officer / VP, EHS & Crisis Management is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Non-Executive Director (NED) / Board Member
  • Senior Advisor / Strategic Consultant (Specialising in Resilience)

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from organisational Resilience, worked against Chief Resilience Officer / VP, EHS & Crisis Management.

organisational Resilience Level 6

Applied to your work in Chief Resilience Officer / VP, EHS & Crisis Management

This unit aims to provide learners with a comprehensive understanding of Organisational Resilience capability and its key components, including adaptability, agility, and robustness. Learners will explore the principles of criticality management, impact analysis, and the role of human factors in organisational resilience, enabling them to mitigate the effects of disruptions.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my plan, free
See Your Progress Grow Illustration
Chief Resilience Officer / VP, EHS & Crisis Management
  • Incident Command System (ICS) & NIMS
  • Enterprise Business Continuity Lifecycle Management
  • Strategic Root Cause Analysis (RCA)
  • Enterprise Exercise Design & Board-Level Facilitation
  • Crisis Communication Strategy (Investor & Media Focus)
  • Threat and Hazard Identification and Enterprise Risk Assessment (THIRA)
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Chief Resilience Officer / VP, EHS & Crisis Management is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Non-Executive Director (NED) / Board Member

    2-5 years post-CRO role

    Shift from executive to governance oversight

    • Deep understanding of diverse industry sectors (if joining other boards)
    • Expertise in M&A strategy and due diligence (from a board perspective)
    • Public company reporting and regulatory compliance (board level)
    • ESG (Environmental, Social, Governance) oversight

  2. Senior Advisor / Strategic Consultant (Specialising in Resilience)

    Immediately post-CRO role

    Transition from executive leadership to expert advisory

    • Deep expertise in specific niche areas of resilience (e.g., climate risk, cyber-physical security)
    • Benchmarking and best practice implementation across diverse industries
    • Developing bespoke resilience frameworks for clients
    • Expert witness testimony in regulatory or legal proceedings
Working with AI on the job

Working with AI

Where AI is starting to help

As a C-suite leader, your time is your most valuable asset. The truth is, too much of it gets eaten up by sifting through reports, drafting complex communications, and trying to predict the next big threat. That's where AI comes in. We're not talking about replacing your strategic brain, but rather augmenting it, freeing you up to focus on the truly critical, high-impact decisions that only you can make.

Imagine having a personal AI assistant that handles the heavy lifting of information synthesis, risk scanning, and communication drafting, giving you an unparalleled strategic advantage. This isn't just about efficiency; it's about enhancing your foresight, accelerating your decision-making, and amplifying your influence across the enterprise.

Board Briefing & Scenario Modelling Assistant

Use an advanced AI to synthesise vast amounts of internal data (incident reports, audit findings, BCP statuses) and external intelligence (geopolitical analyses, market trends). It can then generate concise, executive-ready summaries and even model potential crisis scenarios with projected impacts, giving you unparalleled insights for Board presentations and strategic planning.

Global Risk Horizon Scanner & Impact Assessor

Configure an AI agent to continuously monitor global news, regulatory changes, climate models, and supply chain health. It'll proactively flag emerging, high-impact threats relevant to our specific assets and operations, providing a summarised 'threat intelligence brief' each morning, complete with potential business impact assessments. This shifts you from reactive to truly predictive.

Executive Communication & Investor Relations Drafter

During a crisis, time is everything. Use generative AI, trained on our company's tone of voice and previous communications, to instantly draft initial holding statements, investor updates, regulatory notifications, and internal executive messages. You'll spend your critical minutes validating and refining, not starting from a blank page, ensuring rapid, consistent, and compliant messaging.

Strategic KPI Dashboard & Anomaly Detector

An AI-powered BI tool can not only build and maintain your executive resilience dashboards but also proactively highlight anomalies or deteriorating trends in key performance indicators (e.g., EHS incident rates, BCP test failures, supply chain vulnerabilities). This allows you to spot problems before they escalate and focus your attention where it's most needed.

Common questions

Common questions

How do you become a Chief Resilience Officer / VP, EHS & Crisis Management?

Common routes in include VP, Global Resilience / Director, Enterprise Risk (5-10 years at VP/Director level prior to CRO), Head of EHS & Sustainability (Large Global Company) (7-12 years at Head of EHS level prior to CRO) and Chief Operating Officer (COO) / Head of Operations (Large Company) (8-15 years at COO/Head of Operations level prior to CRO). Times vary with prior experience.

Where can a Chief Resilience Officer / VP, EHS & Crisis Management progress to?

This role can lead on to Non-Executive Director (NED) / Board Member (2-5 years post-CRO role) and Senior Advisor / Strategic Consultant (Specialising in Resilience) (Immediately post-CRO role), depending on the skills you build.

What new skills matter most for a Chief Resilience Officer / VP, EHS & Crisis Management?

Increasingly, AI Governance & Ethical AI in Crisis and Climate Risk Modelling & Adaptation Strategy. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 8

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in compliance, quality and safety

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built in this role, strategic planning, crisis leadership, risk management and board governance, apply across most industries. This is especially true in sectors that are highly regulated or operationally complex, such as energy, manufacturing, finance, healthcare and government.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.