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...
STAR Stories Indi
Fact based Business Case turns perception around
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.
Delayed Go Live averted in a late drive to save cost
Hotscan licences were needed for Sanctions look-ups introduced by new Operating Manuals for all First Line KYC and Due Diligence teams. However, Software, nor a new operating model were part of the Global Programme scope but a hard dependency on the regional BAU team to organise. Three weeks before Go Live and after Operating Manual...
Customer Focus driven procedures are adopted throughout EMEA
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.
Installation of port nuclear detection kit
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.
Global service management improvement
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.
Divisional turnaround across Europe
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.
Busines separation programme for a Regulator
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.
Innovation Audit in Oil & Gas: A Pizza Fuelled Response.
A supplier of pumps and control systems to the oil and gas industry based in Mexico was struggling to innovate. The generally successful company was experiencing a sales plateau and a lack of focus.
Setting up a Utilities 8-way JV to improve capital programme delivery
This Scottish Utility had terrible capital programme delivery performance, with 20-30% overruns of cost and time. The COO wanted to collaborate with English utilities and suppliers to import a better performance culture, since England had been deregulated for some 10 years already. With the 8 JV organisations signed up in principle, they wanted an independent...
