Client Onboarding and CRM Transformation

Customer drop-off was occurring at two points: during sign-up, and again post-onboarding before the first deposit. The CRM was not capturing these patterns, leaving revenue leakage undiagnosed. Technology and operations were not aligned, and the business lacked the visibility or capability to act.

Conduct an end-to-end analysis of the client lifecycle and technology architecture. Identify where and why clients were dropping off. Redesign the journey and CRM infrastructure to close the gaps. Embed the solution to ensure it was sustained post delivery.

• Customer journey mapping from sign-up through to first deposit, identifying friction points at each stage
• As-is process analysis across customer experience and CRM technology architecture
• Gap analysis across people, process, and technology dimensions
• MoSCoW prioritisation framework applied to structure and sequence requirements
• CRM redesign mapping customers through defined lifecycle stages with automated triggers and drop-off alerts
• SDLC-aligned delivery with full requirements traceability through design, build, and test
• BRDs and functional specifications covering stakeholder needs, process gaps, and recommended solutions
• Cross-functional stakeholder management across technology, operations, and senior leadership
• Benefits realisation tracking and outcome monitoring against agreed baselines
• Internal capability building to sustain the new processes independently

Recruitment Capability and Process Redesign

There was no vetting framework, no defined sourcing methodology, and no consistent onboarding process. Candidate quality was inconsistent, time-to-hire was slow, and early attrition was high. An imminent UN bid added urgency to the need for qualified candidates within a tight timeframe.

Audit the existing recruitment and onboarding process. Redesign the end-to-end workflow and introduce a structured vetting framework. Source and place the Bid Manager. Identify seven qualified candidates for the UN bid. Document the process for independent operation post engagement.

• Full audit of the existing recruitment and onboarding process embedded with HR and operations
• End-to-end recruitment workflow redesigned from job brief through to candidate vetting, selection, and onboarding
• Structured vetting framework introduced appropriate to the demands of the security sector
• Bid Manager role sourced, assessed, and shortlisted through to successful placement
• Seven qualified candidates identified and delivered for the UN bid within the required timeframe
• Full process documentation produced for independent operation post engagement

Target Operating Model Design

A global tier-one wholesale bank initiated a strategic programme within its Financial Markets Client Control function to address client attrition caused by a fragmented and lengthy onboarding process. The programme spanned Client Onboarding, Customer Due Diligence, Credit, Compliance, Financial Crime, and Legal but the lack of a unified operating model meant clients experienced a fragmented, slow, and often repetitive onboarding process.

Design a Target Operating Model for the FM Client Control Programme that streamlined the end-to-end client onboarding journey. The TOM needed to eliminate duplication across all functions, ensure the right information was captured once and shared effectively, and reduce the onboarding cycle time sufficiently to prevent client drop-off.

• Embedded with the FM Client Control Programme to map the end-to-end client onboarding journey
• Deep-dive analysis across international locations to establish a clear financial and operational baseline
• Analysed each function to understand what information they required, when they needed it, and how it was currently being obtained
• Designed a Target Operating Model that sequenced the functions correctly and ensured information was captured once and passed through the lifecycle
• Integrated benefits realisation tracking from day one
• Established clear intake standards eliminating repeated client contact
• Defined protocols between functions with agreed service levels

Strategic System Harmonisation Programme

A major global investment bank operated multiple legacy systems across client onboarding and entity reference data that were not integrated, creating data inconsistency, duplicated effort, and material compliance risk. The programme to consolidate these into a single global strategic workflow tool was one of the largest at the bank, with very high visibility at the most senior levels of the organisation.

Lead the KYC and onboarding requirements workstream. Run workshops with geographically distributed SMEs. Produce requirements documentation and functional specifications to agreed deadlines. Ensure full traceability through design, build, and test.

• Requirements workshops run with geographically distributed business Subject Matter Experts
• Business requirements documentation and functional specifications produced to agreed deadlines
• Full traceability of requirements maintained through design, build, and test phases
• Status quo constructively challenged to promote operational efficiency and global standardisation
• IT collaboration to translate business requirements into functional specifications
• Risks, issues, and stakeholder expectations managed and escalated at programme level
• Close collaboration with test, operational readiness, and data migration teams throughout

KYC Remediation Programme

A global tier-one wholesale bank's KYC and client onboarding function lacked the processes, procedures, and operational infrastructure required to meet compliance standards. There was no consistent framework for conducting KYC across jurisdictions, creating regulatory risk and operational fragmentation across London, Birmingham, Bangalore, and Hong Kong.

Lead the KYC remediation programme. Design and implement end-to-end KYC processes and procedures to meet regulatory requirements. Roll out a new client onboarding system. Train teams across four international locations. Establish a globally consistent and compliant operating model.

• KYC remediation programme scoped and led, establishing the full operational infrastructure required for compliance
• End-to-end KYC processes and procedures designed in collaboration with legal, compliance, and technology teams
• New client onboarding system implemented with user acceptance testing conducted prior to rollout
• Teams recruited, trained, and operational across London, Birmingham, Bangalore, and Hong Kong
• Hands-on involvement in setup of each offshore location ensuring consistent process adoption
• Relationships managed with trading desks and sales support areas throughout transition

AI and Automation in KYC and Compliance Operations

KYC and compliance functions in financial services are among the most process-heavy, manual, and resource-intensive operations in any organisation. Repetitive data gathering, document review, and status reporting consume significant analyst time that could be redirected to higher-value judgement work.

Compounding this, the threat landscape is evolving at pace. AI-enabled fraud, deepfake identity verification bypass, synthetic identity fraud, and increasingly sophisticated social engineering attacks are emerging faster than most compliance frameworks can respond. The tools being used to commit financial crime are the same tools available to detect and prevent it. The question is which side moves faster.

AI and automation tools now exist that can materially reduce operational burden while simultaneously strengthening the compliance posture. The challenge is not the technology. It is knowing where to apply it, how to sequence implementation, and how to ensure it holds up under regulatory scrutiny in an environment where both the threat and the solution set change daily.

We embed within your compliance or operations function and conduct a structured process assessment, mapping every workflow, identifying repetitive tasks, and surfacing the highest-value automation candidates. We evaluate not just where AI can improve efficiency, but where it must be deployed defensively to keep pace with an evolving threat environment.

We build a prioritised roadmap ranked by value, feasibility, and regulatory risk, with one eye firmly on what is coming, not just what exists today. We are independent of any technology vendor. Our recommendations are based on your operational reality and the direction the threat landscape is moving, not on what any platform wants to sell you.