Expertise
The questions I am asked most often now concern AI in compliance teams, what has actually worked in financial crime technology, and concentration among cloud providers. That remains a governance conversation. It is not a separate technology practice.
01
I work with boards and with audit, risk and compliance committees. The focus is oversight: the quality of management information, the clarity of accountability, and the challenge a non-executive is there to give.
Chairs, non-executives and chief executives of banks, payment institutions and fintechs.
I do not take minutes, act as company secretary, or accept a senior manager appointment through this firm.
02
I advise on business-wide risk, the MLRO’s report, escalation, sanctions and whether financial crime controls work in practice rather than on paper.
MLROs, financial crime directors, and boards that want an independent reading.
I do not run transaction monitoring, clear alerts, or hire out as your MLRO.
03
I help senior teams with the narrative, the governance and the questions a supervisor is likely to ask. EMI licensing and multi-country group structures sit in previous executive roles, not as a promise attached to this firm.
Firms preparing an application or a change of control, and groups operating across the UK and other jurisdictions.
This is not an application factory, and it is not an assurance that permission will be granted. It is not legal advice.
04
I look at the design of the function: conduct, product governance, and the line between work that must remain in-house and work that can be overseen elsewhere.
Founders and executives scaling a regulated firm, and boards reviewing how the function is built.
I do not sell a policy library, a Consumer Duty programme, or a CASS audit.