Our client had set a tight deadline of just 18 months for project delivery. We immediately saw that its complex organisational structure and number of stakeholders was a major roadblock, so we set about creating a detailed project plan that would break down barriers in communication. We also held global workshops to bring together stakeholders from each office and key function.
Then we delved deep into the existing systems and specific challenges of each area, creating a bespoke global operating model that would iron out the existing inconsistencies across locations. We not only made sure our client’s systems and controls were robust enough to meet regulatory standards in each jurisdiction, we tackled the structural inefficiency that was proving to be a huge burden for our client – both financially and operationally.
But our work wasn’t over. A new compliance operating model of this scale needs careful and strategic implementation. Drawing on our unique mix of compliance and technology expertise, we rolled out robust testing of the new systems and processes, taking the pressure off our client’s small internal IT team. What’s more, we spent a lot of time on the ground to train key staff and respond quickly to any teething issues.