Client Outcomes and Use Cases

Asset Management — Insurance Optimisation & Risk Strategy

The Challenge: An institutional asset management entity required a structured risk financing and insurance optimization program. The firm needed to stress-test its existing liability coverage against its evolving risk register and implement a scalable corporate risk strategy that reduced premium spend while strengthening enterprise-wide protection.​​

Key Outcomes

• Reduced annual insurance premiums by approximately 40%.

• Completed a comprehensive enterprise risk assessment and risk register.

• Optimised insurance coverage to align with the firm's actual risk profile.​

• Improved operational resilience through enhanced risk and control practices.

• Lowered the marginal insurance cost of acquiring new clients, supporting scalable growth.

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Systemic European Bank — Independent Enterprise Risk Review

The Challenge: Following supervisory finding from the ECB regarding ICAAP compliance and Non-Financial Risk (NFR), a systemic European bank commissioned an independent review to assess governance, operating effectiveness and maturity, and to establish a clear remediation roadmap.

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Key Outcomes

• Delivered an independent enterprise-wide assessment of the Non-Financial Risk function.

• Provided the Management Board and Board of Directors with an objective view of governance maturity and priority improvement areas.

• Developed a comprehensive remediation strategy to strengthen governance, oversight and organisational effectiveness.

• Established a practical roadmap comprising more than 150 strategic improvement initiatives.

• Re-engaged to lead the design of the bank's enterprise-wide Non-Financial Risk transformation programme.​

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FTSE100 Global Financial Conglomerate — Enterprise Control Transformation

The Challenge: A leading global asset manager required independent strategic advice to strengthen a group-wide control improvement programme supporting regulatory remediation and supervisory feedback from the PRA/FCA and long-term risk transformation.​​

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Key Outcomes

• Delivered an independent review of the enterprise control improvement programme.

• Benchmarked organisational maturity against leading industry practices.

• Strengthened alignment between the control environment, risk strategy and risk appetite.

• Developed a clearer transformation roadmap supporting regulatory remediation and sustainable change.

• Increased executive confidence through independent challenge and practical recommendations.

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International Digital Bank — Enterprise Reputational Risk Governance

The Challenge: An international digital bank required a robust reputational risk management framework to strengthen governance, support Board oversight and align with regulatory expectations .

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Key Outcomes

• Redesigned the Board Risk Appetite Statement and associated KRIs.

• Developed an enterprise-wide reputational risk management framework aligned with financial crime, legal and regulatory risk.

• Established a practical governance, escalation and decision-making framework embedded across the organisation.

• Secured approval from the Executive Management Team, Audit & Risk Committee and Board of Directors for regulatory submission.

• Embedded the framework into day-to-day governance to strengthen strategic decision-making and ongoing Board oversight.​

Systemic European Bank — Issues, Remediation & Emerging Risk Review

The Challenge: A European bank experiencing recurring control weaknesses required an independent review of its issues and actions portfolio. The analysis focused on remediation effectiveness, recurring weaknesses and emerging risk signals not visible through existing reporting.​​​

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Key Outcomes

• Identified c.30% of issues where remediation did not fully address the underlying weakness, often focusing on symptoms rather than root causes.

• Identified weaknesses in risk identification and assessment.

• Highlighted late risk identification, with issues frequently surfaced by 2LoD and 3LoD rather than 1LoD.

• Identified cultural weaknesses affecting escalation and early recognition of risk.

• Highlighted potential links between business decision-making, risk exposure and control effectiveness.

• Identified improvements required in issues data structure, quality and management information.​​​

FTSE100 Global Financial Conglomerate — Risk Appetite & Decision-Making

The Challenge: A FTSE100 global financial group required a review of its risk appetite framework, which was not sufficiently embedded or supporting business decision-making. Risk appetite statements and measures were not consistently understood or applied across the organisation.​​​

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Key Outcomes

• Assessed the framework, coverage and effectiveness of existing risk appetite arrangements.

• Redesigned risk appetite statements and KRIs, including for reputational, brand and tax risk.

• Developed a framework to benchmark the quality of risk appetite statements and KRIs, subsequently embedded within the business.

• Introduced a decision-aligned approach linking different levels of risk appetite to business decisions.

• Designed risk appetite training for both risk and business teams.

• Strengthened understanding and application of risk appetite across the organisation.

International Digital Bank  — Risk Appetite Framework Redesign

The Challenge: An international digital bank required a review and redesign of its risk appetite framework to simplify its approach, strengthen business alignment and improve its effectiveness as a governance and decision-making tool.​​​

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Key Outcomes

• Redrafted risk appetite statements across the framework and recommended areas for simplification.

• Reviewed KRIs line by line with CROs to strengthen business relevance and alignment.

• Reviewed the supporting risk policy and identified required improvements.

• Supported preparation of Board and Risk Committee papers to explain and embed the revised approach.

• Strengthened alignment between risk appetite, business activities and executive decision-making.

• Revised framework received strong endorsement from the Executive Team and Audit & Risk Committee members.​

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