Senior Director, Enterprise Risk

"Why you’ll love working here:

High-performance, people-focused culture. Our commitment that equity, diversity, and inclusion are fundamental to our work environment and business success helps employees feel valued and empowered to be their authentic selves. Learning and development initiatives, including workshops, Speaker Series events and access to Linked In Learning, support employees’ career growth. Membership in HOOPP’s world‑class defined benefit pension plan can serve as an important part of your retirement security.

Competitive, 100% company‑paid extended health and dental benefits for permanent employees (including mental health support, gender‑affirmation, fertility and drug treatment, psychological support benefits of $2,500 per year, parental leave top‑up, and a health spending account) and optional post‑retirement health and dental benefits subsidized at 50%. Additionally, yoga classes, meditation workshops, nutritional consultations and wellness seminars are offered and optional.

The Senior Director, Enterprise & Strategic Risk is accountable for running HOOPP’s enterprise strategic risk operating system and ensuring the Annual Risk Report (ARR) functions as a living management tool, not a once‑a‑year product. This role owns the end‑to‑end ARR process, cadence, and governance rhythm to gather enterprise input, align risk ownership and actions, and report progress to senior leadership and the Board.

Working across Investment Management, Pensions, and Corporate functions, the Senior Director identifies and frames HOOPP’s most material enterprise and strategic risks—uncertainties that could weaken the assumptions behind HOOPP’s 2030 Strategy and long‑term mandate. The role leads the risk deep dive program, facilitates structured risk discussions with the Senior Leadership Team and Executive Team, and drives clear outcomes: owners, actions, triggers and escalation pathways.

This position requires senior judgment, strong executive presence and the ability to convene and challenge leaders across the organization. Success is demonstrated by a repeatable and timely ARR process, deep dives that lead to decisions and follow‑through and improved leadership and Board confidence in forward‑looking risk insight and progress reporting.

• Annual Risk Report ownership and enterprise reporting cadence: own the end‑to‑end ARR, including annual refresh, quarterly updates and integration into governance forums.
• Design and run the ARR input‑gathering process across divisions, including standards, timelines, templates and quality control.
• Maintain clear linkage from each top risk to: owner, actions underway, key assumptions, triggers and Board/Committee oversight.
• Build a simple progress reporting approach so leaders and the Board can see what is changing and whether mitigation is advancing.
• Ensure ARR outputs are integrated into divisional scorecards and management reporting so progress is visible and measurable.
• Enterprise risk deep dive program: set the annual and quarterly deep dive agenda based on the ARR risk set, signal changes and Executive Team priorities; lead cross‑functional deep dive teams from problem definition through analysis, options and recommended actions; drive follow‑through by tracking commitments, deadlines and outcomes and reflecting progress back into ARR reporting.
• Facilitate senior leadership risk discussions and decision support: facilitate structured risk discussions with the Senior Leadership Team and Executive Team focused on trade‑offs, triggers and actions; provide credible challenge by testing assumptions, surfacing second‑order impacts and clarifying what would have to be true; prepare concise, Board‑ready risk discussion materials that enable clear oversight and informed decisions.
• Strategic risk intelligence, signals and outlook: build and maintain a practical signal scanning and synthesis process tied directly to the ARR risk set; translate signals into HOOPP‑specific implications using a clear progression from signals to stresses to enterprise and strategic risks; maintain a forward‑looking risk outlook for leadership that highlights…