Job Title: Manager — Security Health and Assurance

Role Overview

The Manager of the Security Health and Assurance team leads a 13-person specialist function, based in Trivandrum, India (where this role also sits), accountable for vulnerability management, risk assurance, and analytical intelligence across Allianz Technology's infrastructure.

The team is well-regarded across the organization for pragmatism and solution-orientation. That strength has carried a cost: the team has, over time, absorbed work that properly belongs to other functions, with the result that its capacity is consumed by execution rather than by the analytical and steering work the team's mandate demands. The mandate of this role is to reshape that posture — to shift the team's contribution from filling other teams' gaps to pulling the right organizational levers, and to lift its output from reporting vulnerability counts to delivering analytical intelligence that names where Allianz's risk actually sits and what will move it.

This is a steering leadership role. The Manager sets direction, develops the team, builds leverage with partner functions, and quality-assures output.

Key Responsibilities

People Leadership and Team Development

Diagnose the team's individual strengths, gaps, and trajectories, and make the personnel decisions — including role changes and performance management — that the team's redirection and capability development require.

Build the team's capability across the four areas its future output depends on: analytical depth, automation, stakeholder management, and AI/LLM literacy. Define what "good" looks like in each and develop people deliberately against it.

Own the quality of what the team produces. Establish and run a visible internal quality assurance process so that deliverables consistently meet the required standard before reaching senior stakeholders.

Retain key people in a competitive Trivandrum market and build succession depth, including developing a local deputy capable of operating the team in the manager's absence.

Restore engagement and confidence after a period of strain. Provide clear purpose and direction, give regular and honest feedback, and create the conditions for sustained performance.

Shape team composition deliberately as automation reduces manual workload, rather than defending headcount for its own sake.

Embody Allianz's leadership attributes — Collaborative Leadership, Trust, and Entrepreneurship — through how the team is led: clear direction, honoured commitments, and the courage to make and follow through on difficult decisions.

Repositioning the Team in the Organization

Reset the team's operating posture: shift from execution-by-default to leverage-by-design. Stop absorbing work that properly belongs to partner functions, and instead hold those functions accountable for their own deliverables. Senior sponsorship is in place to support escalation where partner functions do not deliver.

Drive accountability with the CMDB and asset management function for full and accurate asset coverage — including non-technically discoverable attributes — recognising that this data is foundational to all downstream vulnerability identification, scoring, and remediation governance. The team does not own this data; it owns the accountability for driving the function that does.

Drive remediation accountability with IT and business stakeholders across Operating Entities, escalating non-compliance where risk acceptance has not been formally approved.

Vulnerability Management and Operational Scope

Oversee the identification, tracking, and governance of vulnerabilities across Allianz Technology's infrastructure, ensuring timely remediation in line with Information Security Practice #3, group-wide KPI targets for internal and external attack surface exposure, and applicable regulatory requirements including DORA, BAIT, and VAIT.

Oversee the monthly reporting of remediation progress to senior management, contribute to consolidated group-level reporting, and ensure daily tracking during emergency patch cycles where 48-hour completion is required.

Analytical Intelligence and Automation

Lead the team's transformation from a reporting function to one that delivers analytical intelligence: identifying where risk actually concentrates, naming the owners and the levers, and supporting prioritization and decision-making at senior leadership level.

Develop and deliver a forward analytical roadmap — what questions the team will answer, what data sources it will work with, and how its output will mature over time.

Drive automation of manual reporting and analytical workflows using modern tooling, including large language models and agentic tools, to free the team's capacity for analysis, process alignment, and strategy. Tool selection follows Allianz's data handling and governance requirements.

What the Role Requires

7–10+ years of experience in information security, risk, or assurance, with a substantial portion in people leadership roles.

Demonstrated experience leading a security, risk, or assurance team in a complex, matrixed organisation.

Proven ability to reshape how a team operates — its posture, output, and relationships with partner functions — not just manage existing processes.

Strong people leadership track record, including rebuilding momentum after a period of strain, managing performance, and developing capability over time.

Credibility and resolve to push partner functions on their accountabilities, supported by senior sponsorship, without burning the relationships that make the work possible.

Technical fluency in vulnerability management, risk frameworks, and security reporting — sufficient to set direction, challenge, and quality-assure the team's output without being hands-on in the tooling.

Familiarity with the team's working tooling — Qualys, ServiceNow, ArmorCode, Wiz, GitHub Advanced Security (GHAS), Claude Enterprise, and Power BI — and with modern automation technologies including large language models and agentic tools, with the appetite to apply these in an operational security context within appropriate governance.

Awareness of the regulatory environment Allianz operates within, including DORA, BAIT, and VAIT, and how it shapes vulnerability management and reporting obligations.

Analytical mindset with experience translating security data into insights that inform senior leadership decisions.

High tolerance for ambiguity and the ability to operate effectively in a fast-moving, internationally distributed environment.

Strong communication skills — able to present complex security topics clearly to senior stakeholders and represent the team's work with credibility at CISO level.

What Success Looks Like in the First Six Months

The team's posture has visibly shifted: it is no longer absorbing work that belongs elsewhere, and partner functions are being held to their own deliverables with documented escalation paths.

A structured people development plan is in place and being actively executed, with clear ownership for each team member's trajectory. Engagement has stabilised and is trending positively.

Senior-leadership-facing deliverables now consistently demonstrate risk concentration, ownership, and lever analysis in place of plain reporting, on a regular cadence rather than as one-offs.

Automation has moved from concept to practice. Manual reporting effort has been measurably reduced against a defined baseline, and the team's freed capacity is being redirected into analytical and process-improvement work.

The vulnerability backlog reduction plan is live, has a defined target, and is tracking against it.

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