UK

United Kingdom · Operations · Director/VP (16-20 years)

Director of Operational Risk

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports4-8 reports
  • Reports toChief Operations Officer (COO) or Chief Risk Officer (CRO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Operational Risk Management · Head of Operational Risk · Chief Operational Risk Officer (CORO)

Built on 43,079 real UK job descriptions we analysed · grounded in what real qualifications cover

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 2 of 10 standards
CMI Level 5 Award in Management and Leadership Chartered Management Institute · Level 5 · covers 2 of 10 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 10 standards
CMI Level 5 Certificate in Police Management Chartered Management Institute · Level 5 · covers 1 of 10 standards
BIIAB Level 5 Diploma in Management and Leadership (NVQ) BIIAB · Level 5 · covers 1 of 10 standards
Highfield Level 5 Diploma in Operations Management Highfield Qualifications · Level 5 · covers 1 of 10 standards

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

The units you would start with

Risk management NQual Level 5 Diploma in Leadership and Management
Managing Risk CMI Level 5 Award in Management and Leadership
Develop and implement an operational plan CMI Level 5 NVQ Diploma in Management and Leadership
Operational Planning Highfield Level 5 Diploma in Operations 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
Your Plan Illustration

Built for Director of Operational Risk

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

  1. Risk management NQual · covers 2 of 10 standards Level 5
  2. Managing Risk Chartered Management Institute · covers 2 of 10 standards Level 5
  3. Develop and implement an operational plan Chartered Management Institute · covers 1 of 10 standards Level 5
  4. Operational Planning Highfield Qualifications · covers 1 of 10 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 Operational Risk?

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 Risk Management
  • Geopolitical & Macro-Economic Risk Integration
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 Operational Risk plan as you set up, starting with the free Automation Fluency module. No card.

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3What this role really is

This job sets the strategy for managing operational risk across an organisation, from the warehouse floor to customer service centres.

4What you'd actually use

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

ServiceNow GRC Strategic

Leading platform selection/renewal, architecting the integration with other enterprise systems (e.g., SAP), and setting the enterprise-wide data governance model for risk information. You're ensuring the platform supports our strategic risk objectives.

Microsoft Power BI Architect

Defining the enterprise strategy for risk analytics, governing data models, and ensuring dashboards presented to the board are accurate, insightful, and drive strategic decisions. You're the one challenging the data and the visualisations.

Microsoft Excel (Advanced Modelling) Strategic

Using Excel for high-level financial modeling of risk impacts, cost-benefit analysis of control investments, and scenario planning. Primarily, you'll review and challenge complex models built by your team, ensuring their integrity and strategic relevance.

Microsoft Visio / Lucidchart (Enterprise Architecture) Strategic

Using process models to identify systemic vulnerabilities and opportunities for large-scale re-engineering across the entire organisation, not just for individual processes. You're using them to communicate complex operational flows to executive stakeholders.

SAP S/4HANA (Enterprise Impact) Strategic

Understanding how the overall SAP architecture and its various modules impact enterprise-wide operational risk. You'll influence decisions on new module implementation, major configuration changes, and system integrations to ensure risk is considered from the outset.

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
Operational Risk Framework Design N/A (Learns and applies existing framework) N/A (Contributes to framework improvements) N/A (Leads specific framework components)
Risk Mitigation Project Funding N/A (Escalates funding needs) N/A (Proposes small project budgets) N/A (Recommends project budgets up to £50K)
Regulatory Engagement Strategy N/A (Supports regulatory requests) N/A (Drafts responses to queries) N/A (Manages specific regulatory interactions)

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.

Reduction in Operational Loss Events
The total number and financial value of operational loss events across the enterprise.
Target · 20% reduction in financial value of losses year-on-year, and a 15% reduction in the number of significant events.

If last year we had £5M in operational losses from 10 major incidents, your goal would be to bring that down to £4M from 8 incidents this year. This might include things like major system outages, significant fraud, or large supply chain disruptions.

Operational Risk Maturity Model Score
Our internal assessment of the sophistication and effectiveness of our operational risk management framework, benchmarked against industry standards.
Target · Improve our maturity score from Level 2 ('Defined') to Level 3 ('Managed') within 18 months.

This means moving from having documented processes to actively monitoring, measuring, and reporting on the effectiveness of our controls. It's about showing we don't just *have* a framework, but that we *use* it effectively and it's embedded in daily operations.

Audit & Regulatory Findings
The number and severity of operational risk-related findings from internal audits, external audits, and regulatory inspections.
Target · Maintain 'Satisfactory' or 'Good' ratings from all audits, with zero 'Significant' or 'Critical' findings related to operational risk.

If an external auditor flags a 'significant weakness' in our business continuity planning, that's a miss. Your success means those reports come back clean, showing our framework is robust and compliant.

Control Effectiveness Scores
The average effectiveness rating of key operational controls across critical business processes, as measured by our control testing programme.
Target · Achieve an average control effectiveness score of 85% or higher across all critical controls.

If our process to prevent unauthorised payments has a control effectiveness score of 70%, you'd be driving initiatives to get that up to 85% or higher, meaning fewer payments slip through the net.

Executive & Board Confidence
The level of trust and confidence that the executive team and Board of Directors have in the operational risk function's ability to identify, assess, and manage key risks.
  • You'll know you're succeeding when you're proactively invited to strategic planning sessions, your input is genuinely sought on major business initiatives (like M&A or new product launches), and the board relies on your reports for their risk oversight. They won't just be listening
  • they'll be asking follow-up questions and acting on your recommendations. It's about being seen as a strategic partner, not just a compliance hurdle.
Regulatory Relationship Strength
The quality and proactiveness of our relationship with key regulatory bodies concerning operational resilience and risk management.
  • This means you're having constructive, open dialogues with regulators, not just reacting to their demands. They see us as a well-managed entity that understands and addresses its risks. Evidence includes positive feedback during reviews, fewer ad-hoc information requests, and a collaborative approach to new regulatory requirements. You're building credibility, which is invaluable.
Organisational Risk Culture
The extent to which risk awareness and accountability are embedded in day-to-day decision-making across all levels of the organisation.
  • You'll see business unit leaders owning their risks, proactively reporting incidents, and genuinely engaging in risk assessments, rather than just 'checking the box'. People will be asking 'what's the risk here?' before launching a new initiative, not after. It's a shift from risk being 'your job' to 'everyone's responsibility', driven by your leadership and communication.
Strategic Influence on Operations
The ability to influence significant operational changes, investments, and strategic decisions based on a clear understanding of risk implications.
  • You're not just reporting on risks
  • you're shaping how we design our supply chains, invest in new technology, or structure our customer service. This means your recommendations lead to actual changes in operational processes, technology investments, or even organisational structure. You're seen as a critical voice in making sure our growth is sustainable and well-controlled.

7Would you like it

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

What people enjoy
Protecting the Organisation's Future

You'll spend your days identifying blind spots, building robust defences, and ensuring the company can weather any storm. It's about safeguarding jobs, investments, and our reputation.

Leading the response to a major supply chain disruption, you'll feel the weight of responsibility but also the deep satisfaction of seeing the organisation recover because of the plans you helped put in place.

Strategic Influence & Impact

Your recommendations will directly shape executive decisions on technology investments, operational processes, and even market entry strategies. You're not just advising; you're driving fundamental change.

Convincing the board to invest an extra £2M in a new resilience programme after presenting a compelling case for potential loss avoidance, and then seeing that programme successfully implemented.

Building a Resilient Culture

You'll be coaching, challenging, and inspiring leaders across the business to truly own their risks. It's about shifting mindsets and embedding risk awareness into the DNA of the organisation.

Seeing a business unit head proactively bring a new, complex risk to your attention, along with their proposed mitigation, before you even knew it existed – that's a sign your cultural work is paying off.

What frustrates people
  • Executive-level 'control fatigue', where senior leaders push back on new controls or testing requirements because they feel it slows down the business.
  • The constant battle for budget for risk mitigation initiatives that prevent hypothetical future losses, which is much harder to justify than projects with clear, positive ROI.
  • Dealing with 'ownership ambiguity' during enterprise-level incidents, where departments spend valuable time finger-pointing rather than problem-solving.
  • The soul-crushing discovery that a 'critical control' documented in the GRC system is actually a process that a front-line team abandoned months ago because it was 'too slow' or 'too difficult'.
  • Having your warnings about a specific, high-impact risk ignored for months, only to be proven right when it eventually materialises, and then being asked to 'fix it now'.
What this role does not give you
  • A quiet, predictable work environment with minimal conflict.
  • Immediate, short-term gratification from every project.
  • A role where you're always popular for what you do.
  • The ability to completely eliminate all risk (that's impossible, frankly).

8Who you work with

This role directly shapes the organisation's overall risk posture and resilience. Your decisions influence multi-million-pound investments in controls, affect our ability to meet regulatory obligations, and ultimately protect our P&L and brand reputation. You're essentially the architect of our operational safety net, ensuring we can continue to deliver for our customers even when the unexpected happens. Get it right, and we navigate crises smoothly; get it wrong, and the business faces significant disruption and financial penalties.

Inside the business
  • Chief Operations Officer (COO)
  • Chief Financial Officer (CFO)
  • Chief Information Officer (CIO)
  • Head of Legal & Compliance
  • Heads of Business Units (e.g., Supply Chain, Customer Service, Manufacturing)
  • Internal Audit Committee
Outside the business
  • Regulatory bodies (e.g., FCA, PRA, HSE)
  • External Auditors
  • Key Vendors and Supply Chain Partners
  • Industry Associations

9What you need before you start

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

  • Proven experience (minimum 5 years) leading and managing a team of risk professionals within a large, complex operational environment.
  • Demonstrable track record of designing, implementing, and embedding enterprise-wide operational risk frameworks and policies.
  • Extensive experience presenting to and influencing C-suite executives and Board members on complex risk topics.
  • Deep understanding of regulatory expectations and experience managing relationships with key operational risk regulators.
  • A strong history of successfully leading major incident response and business continuity programmes at an organisational level.

10What to practise next

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

Advanced Predictive Analytics for Risk

Moving beyond reactive reporting to using machine learning and advanced statistical models to predict potential operational failures, identify leading indicators of risk, and optimise control effectiveness before incidents occur.

Time Series Analysis for KRIs · Machine Learning for Anomaly Detection · Network Analysis for Interconnected Risks · Reinforcement Learning for Control Optimisation

  • This quarter: Partner with the Data Science team to review our current KRI framework and identify opportunities for predictive modelling.
  • Next 6 months: Oversee a pilot project to implement an ML-driven anomaly detection system for a critical operational process.
  • Next 12 months: Develop a roadmap for integrating predictive risk analytics into our enterprise GRC platform.
  • Ongoing: Challenge your team to move beyond descriptive analytics to prescriptive and predictive insights in their reporting.

Quick win: Identify one key operational process where we have rich, real-time data. Then, work with a data scientist (internal or external) to build a simple predictive model to forecast a known risk event (e.g., predicting equipment failure, customer churn due to service issues). It's about proving the concept.

11Staying current once you are in

What people here do to keep up
  • Regularly attend and present at industry conferences on operational risk, resilience, and emerging threats.
  • Participate in executive-level leadership development programmes, focusing on strategic influence, change management, and board engagement.
  • Engage in peer networks with other Directors/VPs of Operational Risk to share best practices and benchmark our approach.
  • Undertake continuous learning on new technologies (e.g., AI, blockchain) and their potential operational risk implications.
  • Mentor junior and mid-level risk professionals, contributing to the development of the next generation of leaders.

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 Risk Management

As we use AI more in operations (e.g., automation, predictive analytics), new and complex risks emerge around bias, transparency, explainability, and unintended consequences. Regulators are already starting to focus here, and we need to be ahead of the curve.

  • AI Explainability (XAI)
  • Bias Detection & Mitigation
  • AI Model Risk Management
  • Regulatory Compliance for AI

Geopolitical & Macro-Economic Risk Integration

Global supply chains, international operations, and volatile economic conditions mean that external factors are having an increasingly direct and rapid impact on our operational stability. We need to move beyond internal process risks to understand and mitigate these broader, systemic threats.

  • Scenario Planning (Macro-economic)
  • Supply Chain Mapping & Resilience
  • Political Risk Analysis
  • ESG (Environmental, Social, Governance) Risk Integration

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Framework Design
  • Business Continuity & Crisis Management (Strategic)
  • Operational Resilience & Stress Testing
  • Risk Appetite & Tolerance Definition
  • Process Mapping & Re-engineering (Strategic)

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

    From Senior Manager, Operational Risk

    3-5 years as a Senior Manager

    Skills to master

    • At this level, you'll need to have mastered leading large risk programmes, managing a team of managers, and presenting complex risk issues to business unit heads. You'll have owned the risk profile for a major division and started building relationships with internal audit and some external stakeholders.

    You're ready to move on when

    • Successfully led a major, cross-functional risk mitigation programme from inception to completion.
    • Consistently received 'outstanding' feedback on leadership and team development.
    • Proactively identified and addressed a significant emerging risk that could have impacted the business.
    • Demonstrated ability to influence decisions at the business unit leadership level without direct authority.
  2. 2

    From Head of Risk (Specific Domain)

    4-6 years as a Head of Risk for a specific domain (e.g., Head of IT Risk, Head of Supply Chain Risk)

    Skills to master

    • You'll need deep expertise in a critical operational risk domain, having built and led a function within that area. The challenge here is broadening that deep specialisation into a holistic, enterprise-wide operational risk view. You'll need to demonstrate the ability to think beyond your specific silo.

    You're ready to move on when

    • Built a 'best-in-class' risk management function within your specialised domain.
    • Successfully navigated complex regulatory audits specific to your domain.
    • Demonstrated the ability to translate technical risk issues into business language for senior leaders.
    • Initiated and led cross-functional projects that required collaboration beyond your immediate domain.
  3. 3

    From Senior Consultant (Operational Risk, Big Four)

    5-7 years as a Senior Manager/Director at a major consulting firm, specialising in operational risk.

    Skills to master

    • You'll bring a wealth of experience in diverse operational risk frameworks and industries. The key here is transitioning from advising clients to owning and being accountable for the risk outcomes within a single organisation. You'll need to prove you can build and lead an internal team, not just manage projects.

    You're ready to move on when

    • Successfully led multiple large-scale operational risk transformation projects for diverse clients.
    • Developed and maintained strong client relationships at the executive level.
    • Demonstrated the ability to build and mentor high-performing consulting teams.
    • Proven ability to translate theoretical frameworks into practical, implementable solutions.

15Where this role leads

The long view: This role can lead to Chief Risk Officer, Chief Operations Officer or Chief Compliance Officer, depending on whether the path deepens into risk or broadens into operational leadership.

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 Operational Risk is actually changing.

Where it leads

Roles this leads to

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 Risk management, worked against Director of Operational Risk.

Risk management Level 5

Applied to your work in Director of Operational Risk

This unit aims to equip learners with a thorough understanding of the principles and importance of risk management within an organisation. Learners will be able to identify, assess, control, and mitigate different types of risks, and understand the importance of monitoring and reviewing risk management strategies to achieve organisational objectives.

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.

See Your Progress Grow Illustration
Director of Operational Risk
  • Enterprise Risk Management (ERM) Framework Design
  • Business Continuity & Crisis Management (Strategic)
  • Operational Resilience & Stress Testing
  • Risk Appetite & Tolerance Definition
  • Process Mapping & Re-engineering (Strategic)
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 Operational Risk is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Risk Officer (CRO)

    3-5 years in the Director of Operational Risk role

    Level 7 (C-Suite)

    • Financial Risk Management (Advanced) Deep understanding of market, credit, and liquidity risk management principles.
    • Strategic Risk Management Assessing and mitigating risks to the organisation's overall strategy and long-term objectives.
    • Reputational Risk Management Developing strategies to protect and enhance the organisation's reputation in the face of adverse events.
    • Advanced Risk Modelling & Stress Testing (Enterprise) Overseeing the development and application of complex, enterprise-wide risk models and stress testing scenarios.

  2. Chief Operations Officer (COO)

    4-6 years in the Director of Operational Risk role

    Level 7 (C-Suite)

    • Supply Chain Management (Global) Overseeing complex global supply chains, including procurement, logistics, and inventory management.
    • Manufacturing & Production Management Directing large-scale manufacturing or service delivery operations.
    • Process Optimisation & Automation (Enterprise) Driving continuous improvement and automation initiatives across all operational processes.
    • Workforce Planning & Optimisation Strategic planning and management of a large, diverse operational workforce.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is gold. You should be focused on strategy, executive engagement, and driving cultural change, not sifting through hundreds of reports or drafting lengthy policy documents from scratch. AI isn't here to replace your strategic brain; it's here to free it up.

We're embedding AI tools across our operations to automate the mundane and amplify our insights. For a Director of Operational Risk, this means transforming how you gather intelligence, synthesise complex information for the board, and even prepare for critical regulatory meetings. Think of AI as your high-powered executive assistant, letting you focus on the 'why' and the 'how' of risk, rather than the 'what' and the 'when' of data collection.

Strategic Risk Intelligence Aggregator

Use AI agents to continuously scan global news, regulatory updates, industry reports, and internal incident data. It'll then summarise emerging geopolitical risks, new compliance obligations, or cross-sector operational failures, presenting you with a concise, prioritised briefing tailored to our specific operational footprint. No more sifting through hundreds of articles yourself.

Predictive Risk Scenario Modelling

Leverage advanced AI models to run 'what-if' scenarios on our operational data. This means predicting the potential impact of a major supply chain disruption, a cyber-attack, or a system failure on our P&L, customer satisfaction, and regulatory standing. You'll get data-driven insights to inform your strategic mitigation investments, moving beyond educated guesses.

Executive & Board Report Auto-Drafting

Instead of spending hours drafting board papers or executive summaries, feed AI your key findings, recommendations, and supporting data points. It will generate a professional, structured first draft, complete with appropriate language and formatting, allowing you to focus on refining the strategic narrative and ensuring clarity for high-level stakeholders. Think of it as your personal ghostwriter.

Regulatory Compliance & Policy Assistant

Use AI to analyse complex regulatory texts and internal policies, identifying gaps or inconsistencies in our current framework. It can also help draft responses to regulatory queries or create initial versions of new operational risk policies, ensuring they are comprehensive and compliant. This frees up your legal and compliance teams, too.

Common questions

Common questions

How do you become a Director of Operational Risk?

Common routes in include From Senior Manager, Operational Risk (3-5 years as a Senior Manager), From Head of Risk (Specific Domain) (4-6 years as a Head of Risk for a specific domain (e.g., Head of IT Risk, Head of Supply Chain Risk)) and From Senior Consultant (Operational Risk, Big Four) (5-7 years as a Senior Manager/Director at a major consulting firm, specialising in operational risk.). Times vary with prior experience.

Where can a Director of Operational Risk progress to?

This role can lead on to Chief Risk Officer (CRO) (3-5 years in the Director of Operational Risk role) and Chief Operations Officer (COO) (4-6 years in the Director of Operational Risk role), depending on the skills you build.

What new skills matter most for a Director of Operational Risk?

Increasingly, AI Governance & Ethical Risk Management and Geopolitical & Macro-Economic Risk Integration. 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 operations

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

The skills built in this role transfer to other regulated industries such as financial services, pharmaceuticals and energy, and to complex operational environments such as logistics, manufacturing and technology platforms. The core work of identifying, assessing and mitigating operational risk stays the same, even when the details 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 free Automation Fluency module 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.