KRA

Bank strategy from the inside.

Has worked on strategy, finance or a business line inside a bank. Knows how a bank sets priorities and how its board decides.

Finds the money in the numbers.Compares a bank with its peers, spots where it lags, and sizes what closing each gap is worth.

Knows how the work gets done.

Understands the processes behind retail, commercial, wealth, cards, payments and treasury, lending and deposits, operations, and risk and compliance, from onboarding to servicing to collections.

Banking Strategy SME · AgentArum · Draft for review, October 2026 Page 2 of 3Turns strategy into levers and dollars.

Breaks each strategy into measurable levers with a KPI, a baseline, a target and a dollar value. Builds conservative business cases a CFO will sign.Practical about AI in banking.

Knows where AI agents and automation pay off in bank operations, such as onboarding and KYC, disputes, loan operations, servicing and reconciliations, and where they do not. Understands model risk, human review and audit trails. No coding required.An auditor's eye.

Reviews every draft the Navigator produces, line by line. Catches numbers that do not reconcile, claims that overreach, and wrong facts about a bank. Nothing goes to a client without their sign-off.Writes and speaks for the boardroom.

Writes board papers and executive briefs in plain English, leads with the answer, keeps it short, and presents with confidence to C-suite and board audiences.Knows the regulatory ground.

Working knowledge of US bank supervision (OCC, Federal Reserve, FDIC, CFPB), model risk management, third-party risk and operational resilience, so recommendations hold up with examiners.Serves both sides of the table.

Helps banks choose and prioritize strategy. Helps technology companies show a bank where their solution moves its priorities and what that is worth, while staying credible and neutral.Runs it as a service.

Handles several client engagements at once, from intake to delivery, on agreed turnaround times. Keeps client data confidential, keeps deliverables versioned, and brings what clients need back to the product team.

The background we're looking for : MBA, ideally in Finance WHY IT MATTERS
The role turns strategy into numbers a CFO will accept.Finance
training in valuation, capital allocation and business cases is the
toolkit it uses every day.
At least 5 years working
at a bank
WHY IT MATTERS
Time inside a bank, not only advising one, teaches how budgets
get approved, how operations really run and what a COO will
push back on.That credibility is what clients are paying for.
Command of the bank
P&L, balance sheet and
key ratios
WHY IT MATTERS
Every recommendation the Navigator makes shows up as a
move in one of these lines.The SME must read them fluently,
explain them to a client and challenge a number that looks
wrong