Knowledge Management & Training Lead

"No one can whistle a symphony. It takes a whole orchestra to play it." — H.E. Luccock

Role Overview:

Mercury's Vendor Strategy 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 directly manage a BPO-based team of content writers who produce against those standards, and you will 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 Vendor Strategy function at Mercury manages risk outsourcing across two principal domains — company-wide Business Process Outsourcing (BPO) and Risk Platform SaaS (KYC, KYB, IDV, AML, etc.) — and is building the enablement backbone of policy, procedure, standards, and training that lets that ecosystem scale. We're growing the team to manage an expanding vendor ecosystem, address rapidly evolving needs, and drive strategic value for Mercury.

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 RCSAs 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.
• Manage the BPO content-writing team. Directly manage a vendor-based team of technical content writers — set priorities and performance expectations, give regular feedback, run the quality bar, participate in selection and composition of the pod, and develop the writers' capability against Mercury's frameworks.
• 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 those requirements clear, useful, and adoptable without a reporting line to enforce them.
• Architect training and certification. Design a training and certification system built for vendor delivery — translating complex operational content for BPO audiences through milestone-based curricula, topic-level certifications, and routing by certification — distinct from an internal-only L&D lens.
• Instrument the function. Define and report the metrics that show the programs improving over time: time-to-productivity, certification coverage, procedure freshness and review compliance