Role Summary. The Senior Director, Enterprise Risk Advisory, leads strategic risk and insurance consulting across the Production team's complex accounts. The role exists because most large clients do not have a risk financing problem; they have an internal risk process problem. Insurance and risk management activities are fragmented across departments, accountability is unclear, and operating models do not scale. This role brings clarity, structure, and lower total cost of risk to strategic clients, and has proved to be a differentiator in new business pursuits. Large construction and surety clients especially benefit from this kind of structured advisory work. Decentralized project operations, multi-entity ownership, national division fragmentation, complex subcontractor risk transfer, OCIP/ CCIP programs, and surety credit relationships all create the kind of disjointed accountability this role is designed to address. This advisory work is woven into the team's standard service model for marquee accounts. Every strategic client receives this level of structured engagement, every year, as part of how we serve. The role positions the team as strategic advisor rather than placement intermediary, supporting retention, organic growth, and competitive differentiation at new business, especially in residential construction where this discipline is most needed. Core Responsibilities. Aligning Roles and Functions at the Client Level. Bring clarity to who owns what across risk, insurance, finance, legal, HR, and operations within client organizations. Identify duplication, gaps, and accountability ambiguity; recommend structural adjustments to risk management teams and shared workflows. Optimizing Processes. Review and redesign core insurance and risk workflows at the client level: claims management, risk control, data and metrics, insurance procurement alignment, underwriter readiness, governance and reporting. Lead structured stakeholder discovery sessions across client functions, internal partners, and external parties (insurers, TPAs, vendors). Improve data quality and presentation clarity for underwriting; strengthen the consistency of how clients are presented to insurer markets. Improving Operating Models. Assess how risk and insurance services are delivered (centralized, hybrid, or decentralized) and guide design choices that fit the client's scale and growth trajectory. Support clients through inflection points: IPO readiness, M&A integration, public-to-private transitions, geographic expansion, and risk function build-out. Strategic Stewardship & Claims Strategy. Author and present annual stewardship reports integrating loss trends, program performance, claim outcomes, market context, and forward-year strategy. Serve as senior strategic advisor on complex, high-severity, and reserve-sensitive claims; engage TPA leadership, defense counsel, and carrier claim handlers; lead annual TPA stewardship reviews. Data, Analytics & RMIS Oversight. Own data integrity, dashboard design, reporting cadence, and KPI governance across assigned accounts; bridge disconnected data workflows between TPA, RMIS, broker analytics, and carrier portals. New Business & Onboarding Support Participating in finalist meetings as a visible embodiment of our consultative value proposition, articulating why our model differs from a transactional broker relationship. Lead structured onboarding of new strategic clients: discovery, baseline mapping, RMIS integration, TPA introduction, first-year stewardship plan.