Mini MBA in Financial Crime Training Course

Participants can produce a structured financial crime risk assessment and prioritisation rationale.

• Inherent risk assessment using products, customers, geographies, channels and transactions
• Threat-event-control mapping identifies sources, vulnerabilities, impacts and existing safeguards
• Likelihood and impact scoring calibrated through defined rating criteria
• Residual risk calculation after preventive, detective and corrective control assessment
• Risk registers record owners, treatment actions, deadlines and acceptance decisions
• Heat maps communicate prioritised exposures without obscuring underlying evidence

Participants can identify fraud schemes and design proportionate fraud risk treatments.

• Fraud Triangle analysis examines pressure, opportunity and rationalisation indicators
• Occupational fraud schemes: corruption, asset misappropriation and financial statement fraud
• External fraud patterns in payments, procurement, lending and claims
• Fraud risk registers connect schemes, controls, owners and residual exposure
• Segregation of duties matrices identify incompatible transaction approval responsibilities
• Control rationalisation removes duplication while protecting critical fraud barriers

Participants can apply a risk-based AML/CFT approach to customer and transaction decisions.

• FATF Recommendations establish risk-based AML and counter-terrorist financing expectations
• Money laundering stages: placement, layering and integration within transaction flows
• Terrorist financing indicators differ from conventional money laundering patterns
• Risk-based approach aligns due diligence intensity with documented exposure
• Suspicious activity reporting thresholds distinguish concern, evidence and reasonable grounds
• Record-retention requirements preserve customer, transaction and investigation evidence

Participants can make and document customer due diligence decisions using risk criteria.

• Customer identification verifies legal existence, identity and authorised representatives
• Beneficial ownership analysis traces control through layered corporate structures
• Purpose and intended nature establish expected account activity
• Customer risk-rating models combine geographic, product, ownership and behavioural factors
• Enhanced due diligence applies source-of-funds and source-of-wealth enquiries
• Periodic review cycles respond to risk ratings and trigger events

Participants can assess sanctions exposure and determine appropriate control responses.

• Sanctions programmes target jurisdictions, persons, entities, vessels and restricted goods
• Name-screening logic addresses aliases, transliteration, false positives and matching thresholds
• Ownership and control analysis identifies indirectly sanctioned counterparties
• Trade-based money laundering indicators include pricing anomalies and document discrepancies
• Payment interdiction procedures define holds, investigations, releases and regulatory notifications
• Sanctions escalation records evidence, legal advice and final decision authority

Participants can assess monitoring alerts and make consistent triage decisions.

• Scenario-based monitoring detects deviations from expected customer transaction behaviour
• Threshold tuning balances alert volumes, coverage gaps and investigator capacity
• Alert triage separates false positives, explainable activity and suspicious patterns
• Case narratives connect transactions, customer profile, rationale and supporting evidence
• Linked-account analysis reveals structuring, mule networks and circular payments
• Quality assurance sampling tests alert disposition accuracy and documentation sufficiency

Participants can assess payment and identity fraud vulnerabilities across digital journeys.

• Authorised push payment fraud exploits social engineering and payment urgency
• Account takeover indicators include credential changes, device anomalies and unusual beneficiaries
• Synthetic identity fraud combines fabricated attributes with genuine personal data
• Payment controls use confirmation, velocity rules, step-up checks and holds
• Behavioural biometrics identify anomalous interaction patterns during digital transactions
• Customer communication controls reduce impersonation, phishing and callback manipulation

Participants can connect cyber incidents with fraud, laundering and control implications.

• Business email compromise redirects payments through spoofed executive or supplier requests
• Ransomware payments create sanctions, laundering and reporting considerations
• Credential theft enables account takeover, invoice fraud and data extraction
• Cyber-fraud response integrates security, finance, legal, compliance and communications
• Incident timelines preserve payment, access-log and communication evidence
• Post-incident reviews identify root causes, control failures and remediation actions

Participants can assess third-party financial crime risk and specify due diligence controls.

• Third-party segmentation distinguishes agents, suppliers, intermediaries and joint-venture partners
• Procurement fraud red flags include bid rotation, split purchases and conflicts
• Anti-bribery due diligence examines ownership, reputation, capability and government connections
• Contract controls define audit rights, payment terms and compliance obligations
• Invoice analytics detect duplicate payments, abnormal pricing and suspicious vendor changes
• Conflict-of-interest declarations support transparent sourcing and approval decisions

Participants can design financial crime controls and assess their operating effectiveness.

• COSO Internal Control components structure control environment and monitoring assessment
• Preventive controls stop prohibited activity before funds or assets move
• Detective controls identify exceptions through reconciliation, monitoring and review
• Corrective controls contain losses, restore processes and address root causes
• Control design testing assesses precision, frequency, ownership and evidence
• Operating effectiveness testing samples transactions against documented control requirements

Participants can define useful analytics for detecting financial crime and monitoring controls.

• Data lineage maps source systems, transformations, ownership and quality checks
• Benford's Law flags unusual digit distributions in expense and invoice data
• Duplicate testing identifies repeated invoices, bank details and beneficiary records
• Network analysis maps relationships among customers, accounts, devices and counterparties
• Outlier detection compares transactions against peer groups and expected behaviour
• Analytics governance documents model assumptions, validation and human review

Participants can plan a financial crime investigation with defensible evidence controls.

• Investigation terms of reference define allegations, scope, authority and reporting lines
• Evidence plans prioritise records, systems, witnesses and preservation actions
• Chain-of-custody logs document collection, transfer, storage and access
• PEACE interviewing framework structures preparation, questioning and evaluation
• Timeline analysis reconstructs decisions, transactions, communications and control failures
• Investigation reports separate facts, findings, conclusions and recommended actions

Participants can manage allegations and escalation routes with appropriate confidentiality and fairness.

• Whistleblowing arrangements provide confidential reporting channels and anti-retaliation safeguards
• Intake assessments classify allegations by urgency, credibility and potential harm
• Case prioritisation considers loss, regulatory exposure, evidence fragility and safety
• Need-to-know protocols protect confidentiality during sensitive internal enquiries
• Conduct risk indicators connect incentives, culture, sales pressure and misconduct
• Escalation matrices define notification thresholds, accountable executives and response timelines

Participants can plan actions following confirmed financial crime or material control failure.

• Asset tracing identifies accounts, property, receivables and beneficial ownership links
• Payment recall procedures establish urgency, counterparties, documentation and decision authority
• Customer remediation plans address losses, communications and service restoration
• Root-cause analysis uses five whys and causal factor mapping
• Regulatory notifications distinguish mandatory reporting, voluntary disclosure and ongoing updates
• Remediation tracking assigns actions, milestones, validation evidence and closure approval

Participants can create management information that supports oversight and timely intervention.

• Governance charters define committee mandates, membership, quorum and decisions
• Key risk indicators measure exposure, threshold breaches and adverse trends
• Key performance indicators measure timeliness, quality, capacity and remediation progress
• Risk appetite dashboards compare actual exposure with approved tolerance limits
• Board reports explain material incidents, emerging threats and management actions
• Management information controls validate definitions, sources, owners and reporting frequency

Participants can develop an implementable financial crime improvement roadmap and business case.

• Target operating model defines capabilities, roles, processes, systems and governance
• Capability gap assessments compare current-state evidence against required control standards
• Business cases quantify loss avoidance, compliance costs, implementation effort and benefits
• Change impact assessments identify affected teams, procedures, skills and communications
• RACI matrices assign responsibility, accountability, consultation and information rights
• Ninety-day plans sequence priority actions, dependencies, milestones and measures

Participants can adapt financial crime methods to different operating models and threat profiles.

• Retail banking cases examine mule accounts, scams and account takeover
• Corporate treasury cases examine invoice fraud and payment-authority compromise
• Public procurement cases examine collusion, conflicts and supplier integrity failures
• NGO cases examine diversion risk, restricted parties and remote delivery
• Correspondent banking cases assess nested relationships and respondent-bank due diligence
• Cross-border operations consider local reporting duties and group control standards

Participants can build, review and present a complete financial crime risk management programme for executive approval.

• Risk assessment identifies priority threats, affected processes and residual exposures
• Control framework maps preventive, detective and corrective measures to risks
• Customer, transaction and third-party controls define documented decision criteria
• Investigation and escalation procedures establish evidence, authority and reporting routes
• Management information specifies KRIs, dashboards, committees and review cadence
• Implementation roadmap sets ownership, resources, milestones and assurance activities