Job Interviews


#222

The business own the risks so why should the risk manager make a decision?


#223

Manoeuvre the presentation into the middle of the road and don’t budge either direction.

If you wanted to try to get yourself remembered you could speak about something ‘controversial’ and suggest delegated discretionary authorities work better than committee based decision making. And suggest a framework around monitoring that. You won’t get the job though.

Dual sign off, one up supervision by management annual review of discretionary behaviour etc…if you are only dealing with credit risk…how would you ensure policies aligned and transformed with market behaviour and changing regulatory requirements etc…

Painful enough stuff. But I haven’t seen the job spec so basing it solely on your v brief description.

Main question I’d be asking you in interview is how you would adapt your mindset from business development to risk based approach…they won’t want anyone overly sympathetic to the needs of business I’d imagine.


#224

I’d do it for a hundy fifty up front and 20% of first months salary. No problem at all


#225

I faithfully promise to never stand out from the crowd


#226

Why have a risk manager at all?


#227

This but if the MD is on the panel you will have to maintain a balancing act.

Proper profiling of new business and strict and consistent credit limits set unless clients are VIP.


#228

It looks good for the Regulator.


#229

He can do what he wants when he gets in the door!


#230

Background to the presentation cover page:


#231

We are in a new paradigm. Traditional reliance on asset based lending and the comfort that could be derived from same is history. Knowledge and key understanding of clients cashflow position and requirements are fundamental to doing profitable and sustainable business. A poor credit decision is a severed business relationship.

How many more slides does he need???


#232

It has all been well covered… Just to reiterate the importance of practicing it out loud. It’s grand if you’re giving a talk on things you encounter or do every day, but if you’re talking about concepts or using term you wouldn’t every day it’s key to vocalize these terms and not fall over them on the day.


#233

Good luck @Bandage. I don’t know anything about the topic so I can’t be of any assistance to you. I will light a candle for you though.


#234

And be able to sleep with your eyes open.


#235

Genuine piece of advice. Never ever be afraid to use the phrase “I can see both sides of the argument” if asked something controversial, as long as you can thrash out either side a bit. Makes you look wise* and balanced*

*clares all Ireland.


#236

At work maybe. Not with your wife.


#237

Wasn’t it delegation and discretion that got the banks into trouble?


#238

Without the necessary controls that Bandage would be introducing

Decision making in a committee is a bit of a cod. No one is responsible really


#239

You need clip levels for delegated approval. And decision making criteria within the approval framework that can be objectively assessed based on data. And four eyes approval above certain limits.


#240

Absolutely. Use experienced people as high level control not making decisions at levels way below their pay grade. And harsh penalties for mis use of discretion


#241

Zero tolerance even