Senior Director, Global Financial Crimes Compliance Governance, Strategy and Transformation

Position: Senior Director, Global Financial Crimes Compliance Governance, Strategy and Change Transformation
Vanguard is seeking a senior leader to manage the Global Financial Crimes Compliance (GFCC) Governance, Strategy and Change Transformation team. Reporting to the AML/BSA Officer and Global Head of Financial Crimes, this role translates the GFCC strategy and Target Operating Model into disciplined, measurable execution across AML, Fraud, Sanctions, Anti-Bribery and Anti-Corruption, and Trade and Fund Surveillance.

The successful candidate will bring strong enterprise leadership, sound judgment and execution discipline. They will align global and regional stakeholders, lead complex change and deliver sustainable outcomes with limited intervention.

Key Responsibilities:

• Enterprise Leadership and Execution:
Lead, develop, and execute day to day agenda of the GFCC team. Build an inclusive, accountable team that delivers high-quality work on time.
• Advance the GFCC strategy and Target Operating Model:
Partner with the Global Head of Financial Crimes and GFCC leaders to drive a multi-year roadmap across people, process, data and technology. Clarify first- and second-line roles, risk ownership and escalation paths, and strengthen global integration.  Manage an integrated portfolio spanning centralization, workflow and platform simplification, case-management modernization, data orchestration and workforce change.
• Shape the AI, data and technology strategy:
Partner with Technology, Data, Model Risk, Legal, Privacy and business teams to prioritize governed AI use cases. Strengthen human oversight, evidence, controls and value measurement while advancing common data standards, a single view of client risk and technology simplification.
• Build disciplined portfolio and project management:
Maintain a single source of truth for plans, commitments, risks, issues, dependencies, decisions, resources and benefits. Lead initiatives from strategy through implementation, including vendor evaluations and RFI/RFP activity, and escalate risks early with clear recommendations.
• Deliver executive, Board and governance reporting:
Create concise, decision-ready reporting for GFCC leaders, executive governance forums, the Enterprise Risk Committee and the Board. Translate complex risk, control and transformation topics into clear insights, recommendations and decisions.
• Strengthen metrics, reporting and risk oversight:
Build a global reporting ecosystem that integrates U.S., Europe and Australia performance while preserving regional context. Establish consistent KPI, KRI, SLA and SLO definitions, thresholds, ownership and validation, and lead management reviews with documented follow-through.
• Oversee issues and regulatory change:
Maintain a mature issue-management framework with credible milestones, early-warning indicators, evidence standards, contingency plans and timely escalation. Lead horizon scanning, applicability assessments, benchmarking and controlled implementation of relevant U.S. and international developments.
• Maintain examination, audit and assurance readiness:
Oversee a forward-looking readiness model for regulatory examinations, Internal Audit, independent testing and validation. Manage evidence, requests, commitments, risk-based assessments, mock exercises, lessons learned and executive dashboards.
• Integrate risk and program management:
Connect financial-crimes risk assessments, emerging risks, regulatory obligations, controls, issues, metrics, data and the strategic roadmap so governance bodies have a clear view of exposure, control effectiveness, residual risk and investment needs.
• Build strong enterprise partnerships:
Create trusted relationships across GFCC, regional MLRO teams, first-line businesses and operations, Enterprise Fraud, Technology, Data and Analytics, Legal, Privacy,…