Vice President, Transformation Strategy

Our Purpose
Mastercard powers economies and empowers people in 200+ countries and territories worldwide. Together with our customers, we're helping build a sustainable economy where everyone can prosper. We support a wide range of digital payments choices, making transactions secure, simple, smart and accessible. Our technology and innovation, partnerships and networks combine to deliver a unique set of products and services that help people, businesses and governments realize their greatest potential.
Title And Summary
Vice President, Transformation Strategy & Market Engagement

OVERVIEW : Key Responsibilities / Activities

Formal Mastercard RTP Advocacy

• Industry presentation; to lead how Mastercard credentials are set out to external stakeholders – in particular participant banks. This will require the leadership of various contributing SMEs to ensure that the focus is on buyer values.
• External events; to be a credible and engaging speaker at external conferences and seminars, with the aim of enhancing the reputation of RTP and wider Mastercard.

Senior Influencing – External

• Networking; to maintain a broad and deep external set of contacts with the objective of demonstrating that RTP listens to external stakeholders and delivers based on feedback.
• Seniority; to maintain contacts at the most senior external levels such that RTP has direct access to key influencers at banks, FMIs, trade bodies and regulators. For banks this means Payments Director Level or above. For FMIs, trade bodies and regulators this means ExCo and board members.
• Trust; A key outcome of external influencing is to build trust between RTP and the most senior levels of external stakeholders.
• Listening; A key function of the role is to listen to what our stakeholders want to ensure RTP then delivers on their agenda.

Market Intelligence

• Industry trends; in a fast moving and fintech heavy industry, the Transformation Strategy & Market Engagement should gather broad and deep intelligence around key industry developments, in order to feed into strategic discussion on our responses.
• Buyer values; to ensure RTP stays up to date with the key outcomes banks, FMIs and regulators want from our solutions.
• Competition; to gather intelligence on domestic and in particular international competition. As well as direct competitors, this also includes considering different business models and the pros and cons they would have on RTP.

Regulatory Engagement and Influencing

• Regulatory Engagement; working alongside formal regulatory teams, to build and maintain less formal links with key regulators to build trust and to ensure they see us as a key source of market intelligence.
• Regulatory Strategy; to engage with regulators on a lobbying basis to help them create regulation that will achieve their objectives.
• Maintaining dialogue with senior Central Bank stakeholders on how we can help them achieve their objectives.
• Submissions; take a leading role in key regulatory submissions that may involve multiple areas of Mastercard.

Strategy / Thought Leadership – Internal

• Strategy; value can only be derived from the stakeholder engagement above if it is then played back into internal strategic discussion.
• Influencing; the jobholder needs to be sufficiently senior and impactful to influence EVPs and above in these strategic discussions based on the intelligence gained.
• Verbal & Written; the jobholder should be capable of playing back the key points either verbally in senior meeting or via written report with clear, evidenced recommendations.
• Analysis; intelligence gained should be analysed and annotated such that the implications for RTP strategy can be discussed.
• Manage competing interests; often different parts of Mastercard will have difference incentives and react to information in different ways. The job holder should analyse the various trade-offs in incentives when making recommendations.
• Change / Transformation Agent; bringing an external perspective, the jobholder should champion positive transformation within RTP.

Strategic Partnership Development

• Identify and develop relationships with industry partners where objectives are aligned
• In particular, develop "public / private" models for the future governance arrangements around the RTP business that can be advantageous for all stakeholders.

Implementation

• Delivery; help steer Transformation Management Office delivery projects by ensuring focus remains on agreed objectives based on intelligence and stakeholder management work.
• Leadership; be available to lead key delivery workstreams in Transformation Management Office programmes that have a large industry element – these will involve leading the work of many colleagues in a matrix arrangement. To work alongside other stream leaders in a constructive and collegiate fashion.

TMO Leadership

• Support Head of Transformation Management Office; the jobholder should be able to deputise for and support the Head of Transformation Management Office.

Qualifications And Experience
Education: Bachelor's degree (and professional / post-graduate qualification) in a relevant field.

Experience

• Extensive experience in the payments industry operating at senior management level.
• Ideally a blend of public sector and private sector experience
• Industry standing and gravitas with key external stakeholders
• Proven track record operating at executive ('C' Suite) level

Corporate Security Responsibility
All activities involving access to Mastercard assets, information, and networks comes with an inherent risk to the organization and, therefore, it is expected that every person working for, or on behalf of, Mastercard is responsible for information security and must:

• Abide by Mastercard's security policies and practices;
• Ensure the confidentiality and integrity of the information being accessed;
• Report any suspected information security violation or breach, and
• Complete all periodic mandatory security trainings in accordance with Mastercard's guidelines.