Head of Lending and Pricing Strategy
London / £110000 - £125000
£110000 - £125000
HEAD OF LENDING AND PRICING STRATEGY
We're partnered with a leading challenger bank for an exciting role which offers the rare opportunity to work on hands-on, analytical projects and lead a small team. This bank boasts a dynamic and fast-paced work environment, with an opportunity to be a part of exciting future projects. This role would see you drive their pricing, profitability and wider commercial strategy.
In this position you'd be reporting directly to the Lending Director, working on:
- Using a vast range of customer data to develop pricing and profitability strategies across a range of unsecured products
- Leading a team of analysts to implement these policies and drive the commercial outcomes and further growth of the business
- Working closely with senior stakeholders and directors across the business to further contribute to business growth
- Building out wider pricing and strategy frameworks, with a keen focus on product and lending strategies
YOUR SKILLS AND EXPERIENCE
- Essential to have strong knowledge in the unsecured lending space
- Prior experience in pricing, profitability, or wider lending strategies within financial services
- Prior experience using SQL/SAS/Python
- Good academic background, essential to have a numerate degree
SALARY AND BENEFITS
- Up to £125,00 base salary
- Hybrid work model
- Bonus scheme
- Pension contribution scheme
- Broader package
HOW TO APPLY
Please register your interest by sending your CV to Rosie Walsh through the 'Apply' link
Harnham launch their new wimbledon office | Harnham Recruitment post
Harnham, the world’s biggest Data and Analytics recruitment business has launched its new state of the art Wimbledon headquarters. David Farmer, Senior Partner of Harnham was joined by Ann Swain, CEO of APSCo to officially open the sales floor and bring in an exciting new chapter to Harnham’s story.”This is a very important day for Harnham. I’ve seen this organisation flourish over recent years and to see David and the team move into this fantastic space is befitting of their skill and dedication to both the recruitment and data industries,” said Ann.With capacity to grow headcount in the new Wimbledon office from 65 to 100, Harnham have set the foundations for significant growth across their UK and European markets. Outside of Europe Harnham have two established offices in San Francisco and New York. David comments that the Wimbledon office will act as the blueprint for future international expansion. “Harnham has seen positive year on year growth which has triggered our UK expansion and we expect to be at 130 staff globally by the end of the year, but this is just the start. We have just begun our growth strategy in our New York and San Francisco offices which will triple headcount in the US over the next two years”.
The fully renovated space was designed and built by local office build company ODB Group. The office combines cutting edge open plan design with integrated technology all set against an innovative and exciting brand that has been core to Harnham’s success. Learning & Development will remain key to Harnham’s growth strategy so two purpose-built training rooms have been constructed. The result is an environment that promotes Harnham’s culture of collaboration and support whilst using technology to aid productivity.Keeping their head office in Wimbledon will also help ensure Harnham retains its unique culture in a period of growth. Since the company opened in 2006, Harnham’s headquarters have been based in several offices all within a few hundred yards of Wimbledon Station. This has allowed the business to weave itself into the fabric of the town supporting local businesses and charities such as the Wimbledon Foodbank where every employee spent a day working over the festive period. October 2017 was a particular highlight as Harnham was awarded ‘Employer of the Year’ and ‘Best Enterprising Business’ at the Merton Business Awards.
A new way to pay- Fintech innovation at the point of sale | Harnham Recruitment post
Instant transfers, real-time payments, virtual banks, and digital currencies – these are just a few of the ways fintech innovation has been booming in the last few years.
Around the globe, start-ups, upstarts, and non-bank payment providers have shaken up the banking status quo. New technologies, market conditions, and alternative business models fueled by global investment offer much needed change in payment systems as well as complement others already on the market. Demand for optimised payments experience in terms of speed, convenience, and multi-channel accessibility are the new ways to pay.How to pay- let me count the ways
Retail and traditional banking have moved away from slow batched processing as consumer demand drives real-time payment systems. This demand has Consumers in retail banking also benefitting from the development of payment systems that run in real-time rather than via the traditional (and relatively slow) method of batched processing. This demand has in turn furthered innovation in real-time payment infrastructures. Consumers no longer require a bank or credit card to make payments, but can instead use service layers that run on top of existing real-time payment infrastructures.
In our mobile world, mobile wallets are often at the forefront of thought for payment systems and with the rise of P2P payment such as Venmo, Square, and Klarna. While generally focused on the peer-to-peer (P2P), mobile capabilities are much smaller in the wholesale and corporate sectors. But, this won’t last for long. Projected smartphone growth offers banks an opportunity to adapt and consider solutions across devices to meet growing demand.
An increasing number of non-bank providers are entering the payments world as well. Consider the rise of digital currencies, foreign exchange and remittances, and other P2P models which enable users to buy and sell currencies directly at an agreed rate. Real-time technological innovation reduces currency risk faced by banks and money transfer agencies, while also lowering costs associated with money transfer.
Growth in e-commerce makes consumer and retail payments sector the fastest moving in terms of innovation and adoption of new payment capabilities. Renewed confidence in the financial services sector has led to a substantial rise in available jobs, particularly among risk management teams. Yet, professionals to fill these roles remain in short supply.Roll out the red carpet- these are the roles in high demand
Against the U.S., Japan, and globally, the U.K. faces a skills shortage in risk functions. According to a report by Accenture, over 75 percent of organisations say a shortage of core risk management talent impedes their effectiveness. Just over 70 percent are facing a shortage in new and emerging technologies. With an eye to the future, many organisations, capital markets, and U.K. banking plan to strengthen their understanding of emerging technology risk and their data management capabilities.
Roles in highest demand are those in counterparty credit risk, particularly within pricing. While more recently, graduates with quantitative backgrounds found roles in risk methodology, real-time payment structures and the role of e-commerce has created more opportunity for those who candidates who understand pricing models. Those at the first line of defence in regard to assurance, internal audit, IT controls, and cyber security fall within the scope of operational risk functions are also in demand.
The role of Brexit programmes will drive risk change hires in 2018. As negotiations become clearer, other organisations are expected to follow an investment bank in Canary Wharf which has made credit risk function hires a top priority. Top challenges in risk management function
Increased demand from regulators, increased velocity, volume of data, legacy technologies, and variety are the top challenges faced by U.K. banking and capital markets. To meet their needs, these organisations are focused on creating teams which blend core competencies, a deep understand of new digital capabilities, and commercial acumen.
Quantitative risk professionals with experience in counterparty and market risk analysis are in high demand as well as those with a pricing model focus. Demand for regulatory and portfolio level market risk managers have also seen an uptick in demand.
In order to overcome shortages, businesses are considering internal candidate pools and moving strong candidates between asset classes. Despite shortages of professionals with key skill sets within risk, employers have remained cautious. Quantitative risk roles are a notable exception, where skills shortages are most acute.
We have an opportunity for a Senior Credit Risk Manager within New Product Leadership to help build a leading Financial Service’s recently purchased Consumer Finance Portfolio. Shape the entire strategy, oversee all Scorecard and Model Development, and build your own team. Interested? For additional opportunities check out our current vacancies. Contact our UK Team at 0208 408 6070 or email firstname.lastname@example.org to learn more.
How Data-Driven Strategy Can Save Your Business Money
How data driven strategy decisions can save your business money
As business deliverables grow and budgets are rolled thinner, efficiency is the word of the moment. In any economic climate it's crucial that business operations are functioning as efficiently as possible and that every decision is underpinned by a business rationale.
However, as we move into a period of uncertainty – with a global recession looming on the horizon – ensuring that strategic business decisions are grounded in data becomes ever more pivotal. As a business leader there will always be factors outside of your control – that comes with the territory – but taking time to ensure that you have a good understanding of the elements you can influence will place you in the best possible position for navigating the parts you cannot.
As the old adage goes, ‘information is power,’ and the more of it that you can glean from your business processes, the better scope you'll have for achieving success and cost savings. Consider launching a new campaign or product; you wouldn’t just assume that it has gone well. You would instead look to track its real-time progress towards its intended goal via tangible KPIs. The same goes for any strategic decision. You’d want to know that the data supports your choice. So where is data most useful?
The enemy you know...
When faced with uncertainty, it can be tempting to bury your head in the sand and hope it goes away. But the reality is that it is always better to know what you are dealing with. Now is the time to reaffirm your grasp of your business’ operations and gather any insights, positive or negative, that may help you to plan ahead. Consider each element of your organisation and review the information that may help you to identify areas for improvement. With enough intelligence in your weaponry, you can be clearer on whether parts of your business may be more vulnerable to fluctuation and how you are likely to be affected by the economic climate.
For instance, if you are involved in the provision of a product or service, consider each stage of your supply chain. Pull in all relevant figures around your suppliers and outgoings and consider if there are any gaps in your understanding or areas lagging behind. Methods such as supply chain management have enormous potential for improving operational efficiencies and in turn costs.
Taking a data-driven approach allows you to better predict production and inventory changes closer to real-time, and usually involves the use of technologies. For example, Artificial Intelligence (AI) and Machine Learning (ML) models powered by supply chain data, log data and third-party sources can help improve the supply chain by identifying data patterns, then forecasting potential outcomes. What’s more, AI and ML models can create forecasts that have different confidence levels, informing supply chain leaders how likely the forecast is.
Holding a mirror up to your business
No matter the purpose of your organisation, cash remains king. And with 25 per cent of businesses failing due to cash flow, it’s more important than ever to have a solid understanding of how it contributes to your business.
For your business to continue to perform its intended function, it needs to remain profitable. But that doesn’t just mean making shedloads of money (although that won’t hurt), it's about making sure that those funds are being funnelled to the right place at the right time.
Cash flow refers to the movement of funds through your business. It can be affected by anything from tax deadlines to funding partners – in essence, anything that changes, halts, or facilitates the flow of money through your organisation. The health of your cash flow controls your every ability, including being able to offer competitive salaries and retain staff.
Where data and analytics can help is by providing strong visibility into the sources and uses of your cash, diving deep into your transactions and establishing how both ends of your supply chain are coping.
Business Intelligence (BI) and analytics software can automate cash flow analysis and provide tools to consolidate data, simplify cash flow planning, and accelerate decision making. The aim is to provide more accurate financial figures and take the guesswork out of the cash flow analysis process.
Maintaining a clear picture of your income and outputs will better enable you to make strategic decisions about your business that save money, but also to manage the unexpected. Being aware of pain points is just as important as recognising successes. For instance, if you know that a supplier is going to increase their rates in a way which will impact your Q1 budget, you may decide to delay your hiring drive until costs level out.
Data’s answer to a crystal ball
Forecasting is arguably where all of this data gains real business relevance. Forecasting is a process of estimating future events based on historical and real-time information by analysing trends. The more information that you can build into your forecasting, the more useful and accurate it will be. Knowledge such as upcoming price increases, internal staff changes and new legislation will all be crucial to informing your strategic decision making and ensuring you are not caught by surprise.
To use a price rise as an example; by combining information about the impact that an earlier increase had on a specific department in the business with real-time data such as current staffing and capacity, you can anticipate what the business implications of an upcoming rise might be.
And there are tools able to dig deeper still – predictive modelling can estimate more granular, determined outcomes using data mining and probability. Essentially enabling you to ask more ringfenced questions from specific data sets.
By choosing a desired outcome, such as the purchasing of a specific service, the model works backwards to identify traits in client data that have previously indicated they are ready to make a purchase soon. Predictive modelling runs the data and establishes which of these factors contributed to the sale – knowledge which can then be built into the decisions you make about your service offering.
Ensuring that decisions are grounded in data has always been pivotal for business profitability but as we face a period of economic downturn, it may be worth moving it higher up your priority list.
Looking to inject greater insights into your business with talented data professionals? Speak to one of our experts today.
CAN’T FIND THE RIGHT OPPORTUNITY?
If you can’t see what you’re looking for right now, send us your CV anyway – we’re always getting fresh new roles through the door.