Director of Risk Management

Director of Risk Management

All potential applicants are encouraged to scroll through and read the complete job description before applying.

MISSION

Build PLS's enterprise risk management function from the ground up — partnering with Legal, insurance brokers/carriers, and executive leadership to identify, quantify, and mitigate organizational, insurance, and litigation risk, including the elevated broker-liability exposure created by Montgomery v. Caribe Transport II — and to design the organizational structure needed to manage that risk on an ongoing basis.

OUTCOMES (YEAR ONE)

1. Complete a comprehensive risk assessment across PLS entities within 90 days.

Evaluate insurance coverage adequacy (cargo, auto liability, broker/contingent liability, E&O, cyber), litigation and claims exposure, and organizational/operational risk across both entities post-merger, and present prioritized findings to the President and executive team.

1. Design and stand up PLS's enterprise risk management (ERM) framework and organizational structure within 6 months.

Define risk ownership, escalation paths, and a reporting cadence to the President and executive team; recommend where the risk function sits organizationally as PLS scales.

1. Hire, onboard, and stand up a risk management team within 6–9 months.

Build the team needed to run claims handling, insurance program administration, and ongoing risk analytics without President-level involvement.

1. Build and operationalize a negligent-selection/broker-liability defense strategy with Legal within 6 months.

In direct response to Montgomery v. Caribe Transport II, partner with the Director of Carrier Compliance and legal counsel to establish documentation standards, litigation-readiness protocols, and a coordinated response plan for negligent-hiring and broker-liability claims.

1. Optimize the company's insurance program and reduce total cost of risk by [X]% within 12 months (baseline to be established in month 1–2).

Review and renegotiate cargo, auto liability, broker liability, cyber, and E&O coverage with brokers/carriers to close gaps identified in the initial risk assessment while managing overall premium and retained-risk cost.

1. Launch a live risk register with quarterly executive reporting within 6 months, ongoing thereafter.

Track identified risks, mitigation owners, status, and residual risk ratings; report quarterly to the President and executive team.

COMPETENCIES

• Honesty/Integrity — Gives leadership an unvarnished view of organizational risk, even when it is uncomfortable.
• Analysis Skills — Quantifies exposure across insurance, litigation, and operational risk to prioritize what matters most.
• Strategic Thinking — Translates a fragmented risk landscape into an organizational structure and multi-year mitigation strategy.
• Building Relationships — Builds trusted working relationships with Legal, insurance brokers/carriers, and executive leadership to execute strategy collaboratively.
• Persuasion/Negotiation — Negotiates coverage terms with insurance carriers and builds internal buy-in for new risk controls.
• Organization and Planning — Sequences a build-out spanning assessment, structure design, team hiring, and insurance renegotiation.
• Proactivity — Identifies and moves to mitigate emerging risks before they become claims or litigation.
• Composure Under Pressure — Stays level-headed and decisive when managing active claims, litigation, or crisis-level exposure. xhyhwjd

Bracketed [X]% targets are placeholders pending baseline data (fraud/incident rates, current total cost of risk) — to be finalized with the President in the first 30–60 days.