When your AML, IFRS9, or Market Risk program is off track—budget overrun, timeline slipping, regulators asking questions no one can answer—I get brought in to fix it.
The Situation
The timeline everyone agreed to is now fiction. Leadership wants answers, but the real problem is that no one has end-to-end visibility.
Your data team blames your vendor. The steering committee wants "transparency," but no one can trace data from source to regulatory output.
ECB, National Bank, or external auditors are demanding explanations. No single person in the organization can provide them.
Case Study
A major European banking group implementing a complete treasury and accounting subledger replacement. The system went live with limited test coverage. Core systems were unstable. Auditors demanded answers no one could provide.
I took ownership of reconciliation and all regulatory reporting. Built end-to-end transparency. Together with business partners, created data lineage so every number could be traced. Spent 12 months in auditor meetings explaining every data movement.
Download Full Case Study (PDF)Free Framework
This is the framework I use when I first walk into a crisis program. Five questions that reveal whether a program is on track or heading for failure.
About
For 15+ years, I've been brought into Treasury, Risk, and Compliance programs that were already in crisis. Programs where the previous approach had failed. Where timelines were called "impossible." Where the ECB was watching.
I work end-to-end—from source systems through data platforms to regulatory output. I don't treat symptoms; I find root causes. I build transparency, enforce hard prioritization, and create fact-based reporting so complex programs become controllable again.
"The difference is end-to-end thinking. I don't hand off to juniors. I stay until it's delivered."
If a critical program needs to be rescued, I'd like to hear about it.
DM me "AUDIT" on LinkedIn and I'll send you my 15-minute Program Health Assessment framework.