AI is changing the economics of compliance. Fintech is changing the perimeter. Regulators are changing the expectations.
Your operating model should change too.
More rules created more people. More alerts created more queues. More technology created more fragmentation.
That model is reaching its limit.
Growth means larger teams, more handoffs, more consultants, and more operational friction.
Automation reduces friction, but most institutions are still layering new technology onto legacy processes.
AI-native workflows move institutions from labor-heavy compliance toward intelligent, adaptive, outcome-driven systems.
Are you improving the old model — or building the next one?
Big Four. Bank operator. Practice builder. Board-appointed BSA leadership. Enforcement remediation. Fintech. Technology. Transformation.
I don’t look at FCC as a collection of isolated controls. I look at the entire operating system.
Building, fixing and running programs under real regulatory, operational and commercial pressure.
Translating regulatory expectations into practical operating models, remediation plans and transformation strategies.
Creating practices, teams, technology-enabled solutions and scalable ways to deliver financial crime capabilities.
Connecting boards, regulators, compliance teams, technologists, fintechs and commercial leaders around the same problem.
Sometimes the need is leadership. Sometimes transformation. Sometimes independent challenge. Sometimes the answer is to build something that does not exist yet.
Interim BSA/AML leadership, regulatory response, board engagement, program stabilization and executive support during periods of transition, scrutiny or transformation.
Redesign FCC programs around better data, clearer accountability, smarter workflows and scalable controls. The goal is not simply remediation. It is a better operating model when the remediation ends.
Assess whether programs, models, technology and controls actually work as intended — and whether they will withstand regulatory, audit and board scrutiny.
Design new FCC capabilities, technology-enabled offerings, managed-service concepts and partnership models that turn compliance from a cost center into a more scalable system.
The answer is rarely another deck.
It is usually a better operating decision.
Regulatory pressure. Growth. Leadership transition. Technology change. A program that works on paper but not in practice.
Turn findings into a disciplined remediation program while building the operating model that needs to exist after the issue is closed.
Redesign oversight, governance, risk segmentation and operating responsibilities for complex bank-fintech ecosystems.
Step into the leadership seat, stabilize the program and create continuity while the organization determines the longer-term answer.
Rationalize tools, vendors, models and workflows around a clearer FCC architecture and a measurable operating objective.
The bigger opportunity is to rethink where expertise sits, what work stays human, how assurance changes and how the economics of financial crime compliance evolve.
Usually somewhere between the strategy, the regulator and the people who actually have to make it work.
A few ideas I keep coming back to — on AI, operating models, fintech, managed services and the economics of compliance.
If every AI initiative simply makes the existing process faster, the institution may be automating yesterday's operating model. The bigger opportunity is to redesign where judgment, expertise and assurance actually sit.
Banks, fintechs, vendors and platforms increasingly operate as one risk ecosystem. Oversight models built around traditional vendor management alone are not enough.
Institutions do not always need another large project team. Increasingly, they need access to specialized capability, technology and judgment on a fractional or outcome-based basis.
The strongest remediation efforts use regulatory pressure to improve the underlying operating model, not simply to produce enough documentation to close an issue.
The question is not which technology is newest. It is whether the technology stack reduces friction, improves decision quality and creates a more defensible control environment.
The future of FCC is not just better compliance technology. It is a different way of organizing expertise, controls and accountability.
Explore how I think about financial crime, regulatory remediation, AI, fintech, operating models and transformation.
Ask a question or start with one of these.
Ask me about AI in financial crime, operating models, regulatory remediation, BaaS, fintech, technology strategy, risk assessments or complex FCC problems.
If the problem sits somewhere between financial crime, regulatory pressure, technology, operating model or growth, I’m probably interested.