Compliance

A compliance function should reduce the firm’s risk, not generate documents. The test is whether it changes what the business does.

Compliance effectiveness reviews

An independent assessment of whether your compliance function is resourced, positioned and skilled to do its job, and whether its output is influencing decisions. Increasingly asked for by boards that suspect the answer is no.

Skilled person review readiness

Preparing for a section 166 appointment: understanding what the reviewer will look for, assembling evidence, and dealing with the operational load. Also support during a live review and remediation afterwards. Informed by having led s166 reviews across life, general insurance and wealth.

Supervisory engagement support

Preparing for FCA meetings, information requests and thematic work. Framing responses, and knowing what a supervisor is actually asking when they ask it.

Remediation and redress programmes

Designing and overseeing remediation, including customer contact strategy, case handling approach, quality assurance and board oversight. Relevant across consumer credit, where redress activity is currently concentrated.

Compliance monitoring programmes

Risk-based monitoring plans that test the things most likely to go wrong, with findings written so the business can act on them.

Regulatory change and horizon scanning

Translating what is coming into what your firm actually needs to do, and when. The volume of regulatory publication is not the same as the volume of relevant change.

Authorisations and permissions

Applications and variations of permission, including newer regimes such as targeted support, where few firms have yet built the case.

Interim compliance leadership

Senior compliance capacity for firms between hires, scaling, or needing more seniority than they can justify employing full time.