Head of Commercial Performance

Location:Greater London


Role Title: Head of Commercial Performance

Business: RBWM

New or Existing Role?New

Role Purpose:

  • The RBWM strategy has a stated objective to make HSBC an upper quartile provider of digital services to RBWM customers.
  • But this is only a stepping stone. We are focussed on re-inventing the relationship HSBC has with its customers and making our digital experience the reason customers chose HSBC as their primary bank.
  • Specifically, this role will be accountable for :
  • Driving the strategic, customer & commercial outcomes of the digital agenda for RBWM supported markets including one of the ‘home markets’ (UK, Hong Kong & Mexico), working across D3 & more widely within RBWM (CVM, Marketing, Risk, Distribution, Contact Centre, Finance, DAAC etc.
  • Evaluating & challenging the market performance against the plan, helping all functions support the transition to a digital future
  • This is a pivotal role where the ability to influence and collaborate with others is a daily occurrence

Key Accountabilities

Impact on Business

  • Reviews & constructively challenges the market’s performance vs agreed strategic, customer & commercial digital outcomes
  • Identifies and enables opportunities (with wider teams) across D3 to accelerate & achieve identified future aspirations faster and ensures follow-through to realise potential.
  • Collaborates with the Head of Digital & Head of RBWM to ensure ongoing focus on key priorities, problems & progress at a macro level to support longer term outcome achievement
  • Ensures alignment across D3 to ensure that plans / agendas line up behind the Market’s target outcomes
  • Works with Global Head of Insight Activation to identify and embed best practise performance & implementation e.g. HDS, Best Performance Execution / Insight Activation / Go to market / Digital
  • Acts as ‘market representative’ back into the matrix to help remove blockers or support achievement of new opportunities, as well as ‘market partner’ to support the achievement of plan
  • Performance & Planning / Digital Risk, DAAC, Digital Analytics, Digital Data
  • Supports the Global Head of Commercial Planning in identifying & setting the markets’ potential with sized priority initiatives for the Market to focus on (e.g. transaction migration, new to bank digital adoption)
  • Collaborates with the Metrics Lead on required metrics & definitions that describe the markets’ success.
  • Drives and enables cross-functional collaboration to address challenges or opportunities within the Market e.g. NTB Digitally active
  • Ensures that commercial and customer benefits drive the prioritisation of planned investments and go to market actions.
  • Supports on ‘go to market’ and overall market readiness to ensure the market is set up for success
  • Drives the markets’ monthly Digital Agenda Reviews (or equivalent) focusing on priorities, problems & progress, plus provides context for executive reporting (e.g. ExCo, ManCo, COO)
  • Connect functions and markets to identify and prioritise changes required to support the transition to a customer-led mobile centred bank (e.g HDS portfolio, marketing for brand awareness, CVM for proposition, contact centre for transaction migration, credit risk, and fraud).
  • Holds co-accountability for the markets’ key metrics that reflect the extent & pace of digital transformation e.g percentage of digitally active / engaged RBWM customers, Increase in digital revenue, Increase in digital servicing transaction volumes.
  • Support on communication of progress and performance to different stakeholder groups.
  • Engage with the Global Innovation and Partnership teams to bring external benchmarks and capabilities to the cross-functional team

Internal Stakeholders

  • Regional & Country Heads of Digital
  • Regional & Country Heads of RBWM
  • Regional & Country Heads of Service Delivery
  • Regional & Country Heads of Transformation
  • Regional & Country RBWM COOs
  • Regional & Country Heads of Finance
  • Marketing Function
  • HDS and DaaC communities at Group, Regional and market levels
  • The ability to manage stakeholders across Businesses and Functions will be critical to the ability to deliver on metrics and embed the Digital agenda


  • Responsible for defining stakeholder management mapping for key programmes of work.
  • Responsible for the integration between stakeholders across the matrix, geographic and business/functional aspects of the RBWM franchise (and other Global Businesses).
  • Responsible for establishing agreed SLAs with stakeholders in the design, implementation and remediation of activity.
  • Stakeholders are not defined internally but include regulatory, market, customer requirements and third party relationships.
  • Responsible for building collaboration between global, regional and country teams influencing them and building strong relationships to ensure consensus and influencing of change outcomes.

  • Responsible for obtaining buy-in from and influence senior management and stakeholders for all key initiatives, commitments, changes including requirements, quality assurance plans, budget, schedule, scope, risk mitigation and contingency plans.

Leadership & Teamwork

  • Ability to work collaboratively across all parts of RBWM.
  • Provides the judgment and expertise across all aspects of area of responsibility.
  • Strong contacts in relevant industries.
  • Highly analytical thinker, as well as a creative problem solver
  • High degree of emotional intelligence, together with the ability to flex & adapt influencing & leadership style
  • Able to bridge a range of communities and seniority levels together e.g. Senior Execs, HTS, Marketing, Product and Proposition Providers, Industry Experts.
  • Strong engaging & persuasive personality while approachable with low ego.
  • Ability to successfully leverage and influence HDS and DaaC resource and influence activity in the Regional Centres and the DCE function.
  • Acts in a manner that transparently promotes the organisation’s values and delivers in an aligned manner.
  • Seeks opportunities to integrate, simplify and streamline activity through involvement of teams in the geographic and functional matrix.
  • Manages and influences across the matrix and within the Commercialisation team to achieve objectives.
  • Build and sustain commitment to long term goals across multiple teams - drives people advocacy, trust, confidence and integrity to inspire enthusiasm for achieving these.

Operational Effectiveness & Control

  • Identifying key risks, issues and interdependencies and provide appropriate mitigation strategies.
  • Supporting audit / independent programme assessments as required.
  • Ensure HSBC is not put at any operational or reputational risk.
  • Responsible for ensuring SLA’s are achieved at specified cost.
  • Ensure TOM and business / customer strategy alignment.
  • Ensure optimal deployment of best practice.
  • Work with Operational Risk and other key functions to define the optimal balance between security, customer convenience and work processes.

  • Monitor and report on programme deliverables and intervene when workstreams go off track.

Major Challenges

  • HSBC has evolved over its 150+ year history and its adoption of digital channels can be seen as important as the development of the business in China. Achieving a leading position in this aspect of Financial Services will take a number of years requiring the development of new capabilities and competencies with which the management of the bank and the current culture is largely unfamiliar.
  • Working towards the RBWM ExCo scorecard items whilst being aware of local desires and nuances.
  • Driving the Digital Transformation, maintaining traction and pace whilst adhering to internal and external governance.
  • Create win - win scenarios between the Digital business performance agenda and other stakeholders e.g. CVM, Retail products, Wealth.
  • Ensuring that cost versus benefit is considered at all points to ensure that cost is attributed to activity that drives benefits.
  • A core challenge is innovation and staying ahead of the market.
  • Leveraging resource in country and ensuring adherence to the Global agenda in a heavily matrixed, constantly changing and ambiguous organisation

Management of Risk

  • The job holder will ensure the fair treatment of our customers is at the heart of everything we do, both personally and as an organisation. This will be achieved by consistently displaying the behaviours required to support the Best Place to Bank principles of Make Better Products, Sell Them Properly and Keep Them Sold.
  • The jobholder will also continually reassess the operational risks associated with the role and inherent in the business, taking account of changing economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new technology.
  • This will be achieved by ensuring all actions take account of the likelihood of operational risk occurring. Also by addressing any areas of concern in conjunction with line management and/or the appropriate department.

Observation of Internal Controls

  • The jobholder will also adhere to and be able to demonstrate adherence to internal controls. This will be achieved by adherence to all relevant procedures, keeping appropriate records and, where appropriate, by the timely implementation of internal and external audit points, including issues raised by external regulators.

  • The jobholder will implement the Group compliance policy by containing compliance risk in liaison with Global Head of Compliance, Global Compliance Officer, Area Compliance Officer or Local Compliance Officer. The term ‘compliance’ embraces all relevant financial services laws, rules and codes with which the business has to comply.
  • This will be achieved by adhering to all relevant processes/procedures and by liaising with the Compliance department about new business initiatives at the earliest opportunity. Also and when applicable, by ensuring adequate resources are in place and training is provided, fostering a compliance culture and optimising relations with regulators.