UK

United Kingdom · Compliance, quality and safety · Director/VP (16-20 years)

Director of Enterprise Risk & Resilience

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 bandDirector/VP (16-20 years)
  • Direct reports6-10 reports
  • Reports toChief Compliance & Risk Officer (CCRO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Group Risk and Compliance · VP, Risk Management (Compliance, Safety & Quality) · Director, Operational Risk & Business Continuity · Chief Risk Officer (designate)

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

GQA Level 7 NVQ Diploma in Construction Senior Management GQA Qualifications Limited · Level 7 · covers 1 of 20 standards
Highfield Level 7 NVQ in Construction Senior Management (RQF) Highfield Qualifications · Level 7 · covers 1 of 20 standards
ProQual Awarding Body Level 7 Vocationally-Related Qualification in Construction Management ProQual Awarding Body · Level 7 · covers 1 of 20 standards
IRM's Level 5 International Certificate in Financial Services Risk Management Institute of Risk Management · Level 5 · covers 5 of 20 standards
NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 2 of 20 standards
IRM's Level 5 International Certificate in Enterprise Risk Management Institute of Risk Management · Level 5 · covers 2 of 20 standards

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

The units you would start with

Assess and evaluate the sustainability and environmental impact of developments in construction management GQA Level 7 NVQ Diploma in Construction Senior Management
Sustainability and environmental impact of developments in construction management Highfield Level 7 NVQ in Construction Senior Management (RQF)
Risk context, objectives and assessment IRM's Level 5 International Certificate in Financial Services Risk Management
Risk management NQual Level 5 Diploma in Leadership and Management
Risk management competencies IRM's Level 5 International Certificate in Enterprise Risk Management

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
Automation Fluency building AI into how work runs
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Director of Enterprise Risk & Resilience

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

  1. Assess and evaluate the sustainability and environmental impact of developments in construction management GQA Qualifications Limited · covers 1 of 20 standards Level 7
  2. Sustainability and environmental impact of developments in construction management Highfield Qualifications · covers 1 of 20 standards Level 7
  3. Risk context, objectives and assessment Institute of Risk Management · covers 5 of 20 standards Level 5
  4. Risk management NQual · covers 2 of 20 standards Level 5
  5. Risk management competencies Institute of Risk Management · covers 2 of 20 standards Level 5
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 Director of Enterprise Risk & Resilience?

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

  • Strategic Foresight & Horizon Scanning
  • Ethical AI & Algorithmic Bias in Risk
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 Director of Enterprise Risk & Resilience 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 job involves shaping how a business thinks about and manages risk, across regulation and operations. The work means turning complex rules and potential failures into clear strategies that protect people, reputation and finances. It means spotting problems before they happen and building the defences to handle them.

4What you'd actually use

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

ServiceNow GRC / Intelex / Cority / Enablon (GRC & EHS Platforms) Strategic

You'll lead the strategic direction, selection, and implementation of our enterprise GRC platform. This means defining data governance, overseeing integration with other business systems (like SAP PM), and ensuring the platform provides actionable insights for the Board. You won't be doing day-to-day data entry, but you'll be the ultimate owner of its effectiveness.

Power BI / Tableau (Data Visualization) Architect

You'll define the enterprise-wide risk reporting strategy, ensuring dashboards provide clear, actionable insights for the Board and executive team. While your team might build the dashboards, you'll be responsible for the underlying data models, the narrative, and the strategic questions they answer. You'll need to be able to interpret complex visualisations and challenge their construction.

Excel (Power Query, Power Pivot, VBA) Strategic

You'll design and oversee the development of complex Excel-based models for risk quantification, business impact analysis, and scenario planning. This isn't about VLOOKUPs anymore; it's about building sophisticated analytical tools that inform multi-million pound decisions. You'll need to understand the underlying logic and challenge the assumptions.

Diligent / BoardVantage (Board Reporting) Expert

You'll manage our board portal, drafting and uploading comprehensive risk reports, presentations, and supporting materials directly into the system. You'll use its features to ensure secure information flow, track director engagement, and manage feedback. This is about ensuring our Board has timely, accurate, and secure access to critical risk information.

MS Teams, SharePoint, Confluence (Collaboration & Documentation) Strategic

You'll set the collaboration and documentation standards for the entire risk and compliance function, ensuring efficient information sharing, clear version control, and a robust knowledge base. You'll use these tools to coordinate crisis response, manage complex projects, and ensure your team works seamlessly.

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
Enterprise Risk Framework Design N/A (Learns existing framework) N/A (Applies existing framework) N/A (Refines specific components)
Business Continuity Plan (BCP) Activation N/A (Supports response team) N/A (Executes assigned tasks during activation) N/A (Leads specific recovery workstream)
Risk Acceptance & Mitigation Investment N/A (Identifies risks) N/A (Proposes mitigation options) N/A (Recommends specific mitigation plans)
Team Hiring & Performance Management N/A N/A N/A (Mentors junior staff)

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.

Total Cost of Risk (TCOR) Reduction
This looks at the combined cost of insurance premiums, retained losses, and risk management programme expenses.
Target · Achieve a 5-10% year-on-year reduction in TCOR without increasing residual risk.

If our TCOR was £5M last year, we'd expect it to be £4.5M-£4.75M this year, perhaps by optimising insurance coverage or reducing incident frequency.

Enterprise Risk Maturity Score Improvement
We use an independent assessment framework to gauge how mature our risk management practices are across the business, from 'Ad-hoc' to 'Optimised'.
Target · Improve our overall risk maturity score from 'Developing' to 'Managed' within two years, and then to 'Optimising' within five.

Moving from a reactive approach to incident management to a proactive, predictive one, evidenced by higher scores in 'Risk Culture' and 'Risk Integration' categories.

Critical Control Effectiveness & Audit Findings
This tracks how well our most important controls (e.g., process safety barriers, regulatory reporting controls) are actually working, and the number of 'High' or 'Critical' findings from internal and external audits.
Target · Maintain 95%+ effectiveness for all critical controls; achieve zero 'High' or 'Critical' audit findings related to enterprise risk.

If an external audit flags a 'High' risk due to a lapse in our MOC process, that's a miss. Your goal is to prevent those.

Business Continuity Plan (BCP) Readiness Score
A quantifiable assessment of our ability to recover from major disruptions, including plan completeness, testing frequency, and recovery time objectives (RTOs).
Target · Achieve a 90%+ readiness score, with all critical business functions having tested BCPs that meet RTOs.

Successfully recovering a critical IT system within its 4-hour RTO during a simulated cyber-attack, demonstrating the plan works.

Strategic Integration of Risk
How deeply risk considerations are embedded into our strategic planning, major project approvals, and M&A due diligence processes.
  • Regular participation in executive strategy sessions
  • risk reports directly influencing investment decisions
  • explicit risk discussions in Board papers
  • business leaders proactively seeking your team's input on new ventures.
Organisational Risk Culture
The extent to which risk management is seen as a shared responsibility, not just 'your team's job', and how openly people report incidents and near misses.
  • Uptick in near-miss reporting rates (shows trust, not more incidents)
  • positive feedback from business unit leaders on risk training and support
  • risk discussions becoming a natural part of team meetings
  • leadership 'walking the talk' on risk.
Stakeholder Trust & Influence
Your ability to be a trusted advisor to the C-Suite and Board, and to influence decisions even when they involve difficult trade-offs.
  • Proactively invited to key strategic meetings
  • opinions sought on critical business decisions
  • Board Audit & Risk Committee members referencing your insights
  • business units requesting your team's involvement early in project lifecycles.
Team Leadership & Development
How effectively you lead, mentor, and develop your team, ensuring they have the skills and motivation to deliver.
  • High team retention rates
  • positive feedback in 360-degree reviews
  • demonstrable career progression for team members
  • your team being recognised for their contributions across the business
  • a strong succession plan in place.

7Would you like it

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

What people enjoy
Protecting the Organisation's Future

You'll feel a deep sense of responsibility for safeguarding the company from significant threats. This shows up in your relentless pursuit of robust controls, your focus on proactive measures, and your drive to build a truly resilient business. It's about more than just a job; it's about stewardship.

Spending extra hours refining a crisis response plan because you know the potential impact of a major incident, or personally reviewing a critical risk assessment before it goes to the board.

Driving Strategic Impact & Influence

You're motivated by the ability to shape the company's direction and influence senior leaders. You want your insights to directly inform strategic decisions, not just be filed away. You'll actively seek opportunities to present to the C-Suite and Board, and you'll get satisfaction from seeing your recommendations adopted.

Successfully convincing the executive team to invest in a new GRC platform by demonstrating its long-term strategic value, or seeing your risk analysis lead to a significant change in a new product launch strategy.

Building & Developing High-Performing Teams

You get a real buzz from seeing your team members grow, take on more responsibility, and excel. You'll invest time in mentoring, coaching, and creating development opportunities. Your motivation comes from creating a legacy through the capabilities of your people.

Delegating a complex project to a promising manager and providing the support they need to succeed, or celebrating a team member's promotion that you helped facilitate.

What frustrates people
  • The 'boy who cried wolf' syndrome: constantly highlighting potential risks, only for them to be ignored until it's too late.
  • Resource constraints: needing more budget or headcount to properly address risks, but being told 'we'll make do'.
  • Lack of genuine engagement: business units treating risk assessments as a box-ticking exercise, rather than a valuable tool.
  • Political pressure to 'optimise' (read: downgrade) risk ratings before board meetings.
  • The slow pace of embedding cultural change, despite clear evidence of its necessity.
What this role does not give you
  • A quiet life with predictable routines – expect the unexpected.
  • Direct operational control – you influence, you don't dictate.
  • Unanimous popularity – you'll often be the voice of caution, which isn't always welcome.
  • The ability to eliminate all risk – that's simply not possible.

8Who you work with

Your work directly influences our strategic decision-making, capital allocation, and ultimately, our long-term sustainability. You're safeguarding our reputation, ensuring we meet our legal and ethical obligations, and building the resilience that allows us to grow confidently. A well-managed risk function under your leadership means fewer surprises, better decision-making, and a stronger, more trusted brand in the market.

Inside the business
  • C-Suite (CEO, CFO, COO)
  • Business Unit Managing Directors
  • Heads of Operations, Engineering, and Procurement
  • Legal & Regulatory Affairs
  • Internal Audit Committee
Outside the business
  • Industry Regulators (e.g., HSE, Environment Agency)
  • External Auditors
  • Insurance Brokers and Underwriters
  • Key Suppliers and Strategic Partners
  • Board of Directors (Audit & Risk Committee)

9What you need before you start

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

  • Proven experience (16+ years) in a senior leadership role within enterprise risk management, operational risk, or a related Compliance_Quality_Health_Safety function in a large, complex organisation.
  • A track record of successfully designing, implementing, and managing enterprise-wide risk management frameworks and business continuity programmes.
  • Demonstrable experience presenting complex risk information and strategic recommendations to Board-level committees and executive leadership.
  • Significant experience leading and developing high-performing teams of risk professionals.
  • Deep understanding of relevant regulatory landscapes and industry best practices in risk, compliance, quality, and health & safety.
  • Experience managing significant budgets (£500K+) and external vendor relationships (e.g., insurance brokers, GRC platform providers).

10What to practise next

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

Advanced GRC Platform Architecture & Integration

Our GRC platform isn't just a standalone tool; it's becoming the central nervous system for our risk and compliance data. You need to understand how it integrates with ERPs, HR systems, and operational platforms to get a holistic view of risk. This means understanding APIs, data flows, and system architecture at a strategic level.

API Management & Data Orchestration · Cloud Security & Data Privacy in GRC · Master Data Management (MDM) for Risk · GRC System Roadmapping

  • This month: Schedule a deep-dive session with our IT architecture team to understand our current system landscape and integration points.
  • Next quarter: Review the API documentation for our primary GRC platform and identify potential integration opportunities.
  • Within 6 months: Develop a 3-year roadmap for the evolution of our GRC technology, including potential new integrations or modules.
  • Within 12 months: Lead a proof-of-concept for integrating a new data source (e.g., IoT sensor data) into our GRC platform for predictive risk insights.

Quick win: Ask your team to explain the 'data journey' of a critical risk indicator from its source to the board dashboard. Challenge any manual steps.

Cyber Risk & Resilience Strategy

Cyber threats are consistently ranked as a top enterprise risk. You need to understand the strategic implications of cyber risk, how it integrates with operational resilience, and how to effectively communicate this complex threat landscape to the Board. This isn't about being a cyber security expert, but a strategic leader who understands the threat.

NIST Cyber Security Framework · Ransomware Response & Recovery · Supply Chain Cyber Risk · Data Breach Notification Requirements

  • This quarter: Attend a strategic briefing or webinar on current cyber threat landscapes and their business impact.
  • This month: Work closely with our CISO (Chief Information Security Officer) to understand their top priorities and challenges.
  • Next quarter: Participate in a simulated cyber-attack tabletop exercise, focusing on the business continuity and crisis management aspects.
  • Within 6 months: Develop a 'Cyber Risk to Resilience' strategy paper for the Executive Leadership Team, outlining key interdependencies and mitigation approaches.

Quick win: Review our latest cyber insurance policy and discuss with the CISO any gaps or areas of concern. Read a high-level report on recent major cyber incidents in our industry.

11Staying current once you are in

What people here do to keep up
  • Active participation in industry forums and professional bodies (e.g., IRM, IOSH, IEMA) to stay abreast of emerging trends and best practices.
  • Regular attendance at executive-level risk management conferences and seminars.
  • Undertaking executive leadership development programmes focused on strategy, influence, and organisational change.
  • Mentoring junior risk professionals, which is a great way to solidify your own understanding and develop leadership skills.
  • Publishing thought leadership articles or presenting at industry events to establish yourself as a recognised expert.

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.

Strategic Foresight & Horizon Scanning

The pace of change is accelerating. We can't just manage current risks; we need to anticipate future ones, from climate change impacts to new forms of cyber threats and geopolitical instability. This requires a proactive approach to understanding the 'next big thing' that could impact our business.

  • Scenario Planning
  • Weak Signal Detection
  • Futures Thinking Methodologies
  • Geopolitical Risk Analysis

Ethical AI & Algorithmic Bias in Risk

As we use more AI for predictive risk hotspotting, automated incident triage, and even compliance checks, understanding the ethical implications and potential for algorithmic bias becomes critical. We need to ensure our AI-driven risk solutions are fair, transparent, and don't inadvertently create new risks.

  • AI Explainability (XAI)
  • Bias Detection & Mitigation
  • AI Governance Frameworks
  • Data Ethics

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Frameworks
  • Business Impact Analysis (BIA) & Business Continuity Planning (BCP)
  • Root Cause Analysis (RCA) & Incident Investigation
  • Control Design, Effectiveness Testing & Assurance
  • Risk Quantification & Financial Modelling

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

    Head of Operational Risk / Senior Risk Manager (Large Enterprise)

    5-8 years in this type of role before moving to Director level.

    Skills to master

    • Deep expertise in a specific risk domain (e.g., operational risk, compliance risk), strong team leadership, advanced stakeholder management, and a track record of implementing significant risk programmes.

    You're ready to move on when

    • Successfully led a major risk mitigation programme that delivered tangible business benefits.
    • Regularly presented to senior leadership and influenced strategic decisions within your domain.
    • Built and developed a high-performing team that consistently met its objectives.
    • Demonstrated ability to manage complex projects and budgets effectively.
  2. 2

    Business Unit Risk Lead / Director (Complex Industry)

    6-10 years leading risk for a significant business unit.

    Skills to master

    • Comprehensive understanding of business unit operations and their specific risk profile, ability to balance commercial objectives with risk requirements, strong influencing skills across different functions within the unit, and experience managing regulatory relationships.

    You're ready to move on when

    • Successfully embedded risk management into the day-to-day operations of a business unit.
    • Consistently achieved positive audit outcomes for your business unit's risk controls.
    • Became the trusted risk advisor to the Business Unit Managing Director.
    • Developed and executed a risk strategy that directly supported the business unit's growth objectives.
  3. 3

    Senior Consultant / Partner (Risk & Compliance Consulting)

    8-12 years in senior consulting roles, advising multiple clients.

    Skills to master

    • Broad exposure to different industry risk landscapes, exceptional client management and influencing skills, ability to design and implement risk frameworks for diverse organisations, and strong programme management capabilities.

    You're ready to move on when

    • Successfully led multiple large-scale enterprise risk transformation projects for clients.
    • Developed and sold significant consulting engagements in the risk and compliance space.
    • Managed large project teams and delivered high-quality, impactful solutions.
    • Demonstrated thought leadership in the risk management consulting sector.

15Where this role leads

The long view: This work can lead to senior leadership roles that oversee risk and resilience across a whole organisation, or to operational leadership roles that draw on that same understanding of risk.

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 Director of Enterprise Risk & Resilience is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • VP / Head of Operations (with strong risk focus)

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 Assess and evaluate the sustainability and environmental impact of developments in construction management, worked against Director of Enterprise Risk & Resilience.

Assess and evaluate the sustainability and environmental impact of developments in construction management Level 7

Applied to your work in Director of Enterprise Risk & Resilience

This unit aims to equip learners with the ability to assess the environmental impact of construction development proposals and evaluate sustainable requirements. Learners will be able to analyse the environmental impact assessment process and effectively present findings related to sustainable construction.

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.

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See Your Progress Grow Illustration
Director of Enterprise Risk & Resilience
  • Enterprise Risk Management (ERM) Frameworks
  • Business Impact Analysis (BIA) & Business Continuity Planning (BCP)
  • Root Cause Analysis (RCA) & Incident Investigation
  • Control Design, Effectiveness Testing & Assurance
  • Risk Quantification & Financial Modelling
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

Director of Enterprise Risk & Resilience is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Compliance & Risk Officer (CCRO)

    3-5 years as Director of Enterprise Risk & Resilience.

    Level 7 (C-Suite)

    • Overseeing the entire GRC landscape (compliance, quality, health, safety, risk).
    • Setting the overall corporate risk appetite and tolerance.
    • Managing relationships with major investors and rating agencies.
    • Leading the development of the company's ESG (Environmental, Social, Governance) strategy.

  2. VP / Head of Operations (with strong risk focus)

    4-6 years as Director of Enterprise Risk & Resilience.

    Level 6/7 (Executive Leadership)

    • Full accountability for operational performance metrics (e.g., production, safety, quality).
    • Managing large operational budgets and capital expenditure programmes.
    • Leading manufacturing or service delivery functions.
    • Implementing lean or Six Sigma methodologies for operational excellence.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, leading enterprise risk isn't just about strategy; it's also about wrangling huge amounts of data, sifting through regulations, and drafting endless reports. Imagine if you could cut down on the grunt work and focus more on the strategic thinking and influencing that truly matters. Well, you can. AI isn't just for data scientists anymore; it's a powerful co-pilot for risk leaders like you.

We're embedding AI tools across our Compliance_Quality_Health_Safety department to free up our most valuable asset: your brainpower. For a Director of Enterprise Risk, this means transforming how you manage information, prepare for board meetings, and even anticipate future risks. It's about working smarter, not just harder, and giving you back precious time to focus on high-impact activities.

Board Report Drafting & Summarisation

Imagine feeding all your quarterly risk data, incident reports, and KRI dashboards into an AI. It then generates a structured first draft of your Board Audit & Risk Committee report, complete with key highlights, trends, and even suggested strategic recommendations. It can also summarise dense regulatory updates into a few bullet points for quick review. This isn't about replacing your insights, but giving you a massive head start on the tedious writing.

Predictive Risk Hotspotting & Trend Analysis

Use AI to analyse vast datasets—internal incident logs, audit findings, external market data, even social media sentiment—to identify emerging risk trends and predict 'hotspots' before they escalate. This moves you from reactive to truly proactive risk management. The AI can spot correlations and anomalies that a human eye might miss, giving you early warnings to inform your strategic decisions.

Regulatory Impact Assessment Automation

New regulations pop up constantly, and understanding their impact is a huge time sink. AI can scan new legislation, compare it against our existing policies, and flag specific areas that need review or amendment. It can even draft initial policy updates based on the new requirements, saving your team countless hours of manual research and drafting. You'll be ahead of the curve, not playing catch-up.

Strategic Communication & Influence Support

Preparing for a tough conversation with a business unit leader or a critical board presentation? AI can help you structure your arguments, anticipate objections, and even refine your messaging to be more persuasive and impactful. It can generate different ways to explain complex risk scenarios, helping you tailor your communication to diverse audiences and achieve better buy-in for your initiatives.

Common questions

Common questions

How do you become a Director of Enterprise Risk & Resilience?

Common routes in include Head of Operational Risk / Senior Risk Manager (Large Enterprise) (5-8 years in this type of role before moving to Director level.), Business Unit Risk Lead / Director (Complex Industry) (6-10 years leading risk for a significant business unit.) and Senior Consultant / Partner (Risk & Compliance Consulting) (8-12 years in senior consulting roles, advising multiple clients.). Times vary with prior experience.

Where can a Director of Enterprise Risk & Resilience progress to?

This role can lead on to Chief Compliance & Risk Officer (CCRO) (3-5 years as Director of Enterprise Risk & Resilience.) and VP / Head of Operations (with strong risk focus) (4-6 years as Director of Enterprise Risk & Resilience.), depending on the skills you build.

What new skills matter most for a Director of Enterprise Risk & Resilience?

Increasingly, Strategic Foresight & Horizon Scanning and Ethical AI & Algorithmic Bias in Risk. 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 7

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

Skills in enterprise risk management, particularly within compliance, quality, health and safety, transfer well to other regulated industries. Similar director or senior leadership roles exist in pharmaceuticals, energy, utilities and financial services. The work of identifying, assessing and mitigating risk, and building organisational resilience, stays much the same, though the regulations change.

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.