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At my Global Investment Bank Client I was managing two Anti Money Laundering Transaction Monitoring streams for the EMEA region: the lead for for Transaction Monitoring Investigations processes and procedures (Operations) and the lead for Transaction Monitoring Financial Crime Analytics & Intelligence (FCA&I = alert generation). The main stakeholder for both was a German Managing...
At my Global Investment Bank Client as Regional Programme Manager for EMEA Financial Crime Analytics & Intelligence (Transaction Monitoring analysis), I was responsible for the implementation of a new strategic framework as well as tactical solutions. In the Russian entity there was an unplanned gap in Central Bank of Russia (CBR) monitoring requirements that had...
In a regulatory environment, banks need to strive for continuous improvement and continue to reduce the risk of Financial Crime whenever and whereever possible. Programmes fail due to an attempt to implement perfect 100% solution from day one. Although it makes sense to implement the best most comprehensive solution at the first go, due to...
A couple of weeks after starting on a Transaction Monitoring Initiative at a Global client, I was asked to set up and lead a Sanctions Screening programme being executed by one of the bug five consultancy firms (PwC). – I had no previous experience in Sanctions. A decision had been made by the client before...
The EMEA Managing Director for Transaction Monitoring & Sanctions Investigation Operations and his team did not feel they should conform to the Global strategy to implement Actimize as Case Management system. They were of the opinion that local and EMEA processes and systems were inherently different to the rest of world.
I changed the KYC procedure to align this to the Global Policy and Standards and local regulations. This would have the potential to impact the customer negatively by increasing the complexity and increase the Customer involvement and their time.
The UK Government decided to install fixed and mobile nuclear detectors at most Uk air and seaports, to counter potential threats. The government paid the bills and the port operators just had to cooperate.
The Telecoms client has grown quickly by acquisition, but had not harmonised the job roles or processes of the whole Service Management organsation, and hence their big global customers were receiving a patchy and confusing service, and were complaining.
The European division of a leading Data Analytics company had not hit its sales and profit goals, and the MD was fired. New MD wanted me to plan and lead a profitability turnaround programme to revrse the situation, while he assessed the other board members.
A UK Education Regulator was concerned that its parent Government Department was to be abolished (which did happen), so it needed to be split out as a fully independent entity.