AML Transformation · Innovation Consultancy
AI-based technology exists that would vastly improve the effectiveness of AML. That is not the problem. The problem is how to apply it. Technology is moving far faster than legacy operating models can absorb, and that gap appears as operating model redesign, explainability that proves a model covers the risk, and earning regulatory and second-line sign-off. That is where I can help.
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How this work connects
Every successful AML transformation starts the same way. The people involved start thinking differently about risk, about what adequate compliance looks like, and about what it takes to build something better. Technology, governance and operating models follow from that shift but do not create it.
Dan also runs an executive coaching practice, working one to one with leaders on exactly this kind of shift, helping them develop the clarity and confidence to act on what they already know. It is the same core skill that transformation leadership depends on, applied at an individual level rather than a programme level.
That capability carries directly into the AML transformation work. What slows a transformation programme down is usually the willingness of stakeholders, second-line teams and regulators to engage with an unfamiliar way of working, more than the technical design itself. Dan draws on his coaching training to work through that resistance as part of the engagement.
“Leading transformation in any organisation is all about helping people to see things differently. The coaching practice and the AML work are the same challenge at different scales.”Dan Margetts, CAMS
Executive Coaching
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