Strategic CDO — BFSI transformation & growth (Singapore)

Position overview

Gladwin International Leadership Advisors is representing a confidential organisation in Banking, Financial Services & Insurance on a senior CDO leadership mandate anchored in Singapore. The remit explicitly spans Africa, China, Continental Europe.

This is a strategic transformation mandate at CXO level — equal parts operating leadership, change orchestration, and investor / board narrative ownership.

The brief rewards leaders who can translate group strategy into market wins without burning the organisation on vanity initiatives.

Context you will inherit

• Market & sector: Leading the transition from branch-centric to digital-first customer acquisition and service models
• Geographic spine: Primary hub Singapore with explicit corridor responsibility across Africa, China, Continental Europe.
• Organisation stage: Post-integration operating model still settling — some processes are global templates, others are stubbornly local.
• Stakeholders: Expect dense matrix: global product houses, regional P&L owners, shared services, and internal audit all pull on the same calendar.
• Secondary lens: Navigating complex and evolving RBI, SEBI, and IRDAI regulatory frameworks while driving digital-first business transformation

The mandate (12–24 month arc)

1. Data strategy: Define authoritative data domains, ownership, and quality metrics tied to business decisions.
2. Analytics products: Ship a small set of high-use decision support products instead of broad BI sprawl.
3. AI governance: Establish model risk, privacy, and ethics guardrails appropriate to the sector.
4. Data platform: Modernise ingestion, catalog, and access patterns — reduce time-to-insight for analysts and operators.
5. Monetisation (where relevant): Explore compliant ways data creates customer or internal value without regulatory missteps.
6. Skills & culture: Build hybrid teams of domain, data science, and engineering talent with clear career paths.

Responsibilities (representative)

• Own enterprise data strategy, governance, and quality accountability.
• Deliver analytics products with product owners and adoption metrics.
• Establish AI / ML governance appropriate to sector regulation.
• Partner with CIO on platforms and with business on domain ownership.
• Build data literacy programmes for executives and managers.

Leadership profile

• Data leadership: Governance plus delivery — not only strategy decks but shipped analytics outcomes.
• Communication: Executive presence in English; additional languages valued where market-relevant.
• Education: Strong undergraduate grounding; MBA / advanced degree / professional qualification common at this level.
• Judgment: High signal-to-noise under pressure; ethical clarity; willingness to halt initiatives that break risk appetite.
• Geographic muscle: Comfort operating from Singapore with regular engagement across Africa, China.

Team & culture

Inclusion and psychological safety are not separate programmes — they are prerequisites for honest debate on strategy and risk. Model curiosity, direct feedback, and consequences for conduct lapses.

Success measures (examples)

• Growth quality: Mix of recurring revenue, new logos, and cross-sell — not volume for its own sake.
• Productivity: Unit cost, automation savings, or throughput improvements with audited baselines.
• Customer: NPS / CSAT where tracked; contract renewals; reference-ability in strategic accounts.
• Franchise: Clean compliance record; reputation stability in industry and government forums.

First 90 days (orientation arc)

• Days 1–30: Listening tour — customers, regulators (as appropriate), top team 1:1s, and unfiltered view of numbers; pause major reorganisation.
• Days 30–60: Publish a short memo on priorities, non-goals, and decision rights; align executive committee on three enterprise bets.
• Days 60–90: Lock operating cadence; fill or upgrade one to two critical seats; deliver one visible win (customer, cost, or culture).
• Commission a pragmatic view of data, cyber, and automation posture; sponsor one bounded pilot with ROI hypothesis.
• Establish escalation discipline with matrix partners — fewer meetings, clearer decision logs.

Stakeholder map (illustrative)

• Internal: CEO or regional president, CFO, risk / legal, CHRO, CIO or CDO, business GMs, internal audit.
• External: Strategic accounts, channel partners, industry associations, regulators (where material).
• Owners: PE operating partners, promoter office, or public investors — pace and clarity matter as much as vision.

Travel & mobility

Expect substantial travel — customer, hub, and owner meetings. Specific cadence discussed with shortlisted candidates.

Compensation

Market-aligned CDO remuneration in Banking, Financial Services & Insurance with performance linkage; sign-on and relocation considered for exceptional fits.

Application status

This mandate is no longer accepting new applications. The search progressed through Q4 2025 and closed for submissions in February 2026. We retain this posting for transparency on the type of leadership work we carry in Banking, Financial Services & Insurance and Singapore. For similar active mandates, browse open roles or submit a general profile through executive search inquiry.

Reference: banking-financial-services · CDO · Singapore · Gladwin International Leadership Advisors