Scope – Manager, Risk Managers will lead teams which will be responsible for close looping the Executive Escalations (EEs) through a structured Write-up (WU) process, for Vice President (VP)+ stakeholders. They are expected to navigate between risk, program and product management seamlessly and work with WW program teams for abuse investigation, RC/PA finalization and seeking directors and higher approval and alignment.

Strategy:
KTLO - RMM maintains subject matter expertise and current industry knowledge to train and advise leadership on emerging trends and their potential impact on organizational roadmap and operational planning (OP1/2, 3YP). They possess a global view of abuse landscape and advocate for scalability and sustainability throughout the organizational strategic and operational planning to achieve VP level goals (for example – 24-hr IRA, 6-hr sev-1, 14 –day and 21-day WU delivery)
Continuous Improvement - They will leverage competitive benchmarking and Voice of the Customer to suggest novel opportunities or approaches for enabling VP level EE goals. They create detailed plans with a measurable success criterion, escalate effectively, navigate through trades-offs (time vs. effort vs. results), and consistently communicate progress. RMM will drive improvements to risk areas that are quantified with metrics; and proactively seek out new and improved data/mechanisms for continuous improvement.
Managing Risk Tolerance - RMM makes recommendations to leadership on opportunities for risk mitigation based on established risk tolerance. This includes challenging the status quo to refresh risk measurement and recalibrate risk tolerance. They are expected to bring the right people in the room; drive discussions and achieve high-level alignment by providing a long-term perspective and context for risk related business decisions- to reduce exposure to classic failure modes.
People/Organization - RMM continuously builds a network of talent by actively participating in the recruitment process and making right hire decisions to troubleshoot significantly complex risk scenarios. They create mechanisms to help onboard new talent and mentor them to improve their skills and ability to get things done. They effectively coach and give feedback to help develop talent and support career development; while optimizing performance against organizational goals as well as employee aspirations. They create and communicate inspiring vision for team(s), and establish team culture that aligns with leadership principles.

Complexity/Ambiguity – They are expected to navigate through extreme ambiguity, operate with significant autonomy and discretion to define and understand acceptable risk tolerances, manage those tolerances, and optimize or find value in risk avoidance- while investigating the executive escalations. They will deploy process frameworks to ensure that the EE metal model remains consistent with the expectations of our executives, the requirements of our seller, brands and customers and the industry standards of risk mitigation. They will deploy mechanisms and strategies to ensure that their team is empowered to take outside SOP decisions, consistently Think Big, Insist on the Highest standards and Have Backbone while engaging the program leadership- especially because their teams are expected to investigate abuse in an unbiased and holistic manner which puts their root-cause identification and preventatives deployment agenda in conflict with long-term program charters and priorities. They will responsible for the hiring, growth and development strategy of their respective span.

Stakeholder Engagement - They will be working directly with Sr management and director level stakeholders across 140+ program teams to expedite alignment on EE business goals and strategies pertaining to SLA-cost-quality improvement. These leaders will be expected to navigate between risk, program, product and operations management seamlessly.

Scale of Impact - A large part of this leader’s responsibility is to engage with senior/director level stakeholders across program teams and keep them aligned on overarching EE mental models and strategies to consistently and sustainably achieve our EE SLAs- specially when there are frequent disagreements. If this leader fails in their role, we might not be able to keep the people motivated, stakeholders committed and the process streamlined to consistently and sustainably achieve the EE goals. Largely, failing to appropriately manage the life-cycle of their EE program will result in under- and/or over-processing of work, thereby incurring more resources and inflation of the overall cost-to-serve which also puts Amazons reputation at risk.