About this role
"No one can whistle a symphony. It takes a whole orchestra to play it." — H.E. Luccock
Role Overview
Mercury's Business Risk and Enablement team is hiring a Knowledge & Enablement Lead to own the frameworks and governance for how Mercury's risk operations — and the BPO partners who deliver them — document, learn, and prove what they do, as we scale toward bank readiness.
This is one role spanning two disciplines: knowledge management (the single source of truth for how work gets done) and training (how internal and vendor teams learn to do it). It is a system design and framework role with real execution target behind it. You will set the requirements, standards, and review cadence that risk operations documents and trains against. You will also partner with a BPO-based team of content writers who produce against those standards, as well as drive adoption through enablement practitioners embedded on other teams.
If you need positional authority to make change happen, this is the wrong role. If you can set a knowledge and enablement standard so clearly that people adopt it because it's obviously better, it's the right one.
About Our Team
The Business Risk and Enablement team’s primary function is to build and run a first line of defence (1LOD) risk program that gives business leaders a clear way to identify, document, and manage their risks. The enablement team directly supports this by centralizing standards for quality, training, and documentation across the various operations teams.
Key Responsibilities
• Own the knowledge framework. Define the architecture for the canonical library of risk-operations procedures — the ownership model, versioning, last-published and next-review dates, deprecation rules, and a live annual review cycle. Design for how knowledge is increasingly accessed and applied through AI-powered tools, not only how it is documented and stored. This is a systems problem before it is a writing problem.
• Set policy, procedure, and documentation standards. Own the standards, templates, and structural conventions that govern how policy and procedure get written across risk operations — structured so business risk can build self-assessments and controls directly from them, and so compliance can approve regulatory content against a consistent format rather than a bespoke one each time.
• Govern adoption and quality. Run the governance layer that keeps standards live: review cadence, compliance against the standard, exception handling, and escalation when programs drift. Own the audit and examination readiness of the documentation estate.
• Partner with internal and BPO enablement teams. Collaborate with technical content writers and training leads — helping to identify priorities, provide feedback, and set standards.
• Define requirements for teams you don't manage. Set the enablement and documentation requirements that enablement practitioners embedded across risk programs execute against, and make thos