JO
Services

Risk advisory services

Focused engagements across governance, risk, compliance, financial crime, model risk and quantitative risk — scoped to the business problem, sized to the institution.

GRC framework assessment and design

Business problem
Fragmented governance, risk and compliance activity produces duplication, blind spots and unreliable executive reporting.
Scope
Taxonomy, risk appetite, three-lines model, policy hierarchy, RCSAs, monitoring plans and reporting flows.
Approach
Baseline diagnostic against the firm's risk profile and regulatory context, followed by target-state design.
Deliverables
Framework blueprint, governance artefacts, reporting redesign and a phased implementation plan.
Value to management
A framework that produces decisions and a defensible view for the board and regulators.
Limitations
Requires access to policies, RCSAs, MI packs and committee materials.
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Enterprise risk management review

Business problem
ERM outputs do not shape decisions on capital, strategy or pricing.
Scope
Taxonomy, appetite, KRIs, RCSA quality, scenario analysis, reporting.
Approach
Evidence-based review of artefacts and interviews with first- and second-line owners.
Deliverables
Findings report, target-state design and reporting redesign.
Value to management
A working ERM cycle that senior management actually uses.
Limitations
Findings depend on the availability of risk data of adequate quality.
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AML and financial crime risk assessment

Business problem
AML frameworks are calibrated to the rulebook rather than to inherent risk.
Scope
Enterprise-wide AML risk assessment, customer risk-rating, EDD, transaction monitoring, sanctions, PEPs, MI.
Approach
Quantify inherent risk by customer, product, channel and geography; challenge control effectiveness; map residual to appetite.
Deliverables
EWRA report, control gap analysis, remediation roadmap.
Value to management
Focused controls, defensible under supervisory review.
Limitations
This is not legal advice; regulatory interpretation should be confirmed with counsel.
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Compliance framework review

Business problem
Obligations, monitoring and issue management operate on different clocks.
Scope
Obligations register, monitoring plan, testing methodology, issue lifecycle, MI.
Approach
Coverage assessment, sampling of monitoring outputs, benchmarking of MI to committees.
Deliverables
Assessment report, updated monitoring plan, MI templates.
Value to management
Compliance activity that demonstrably reduces regulatory risk.
Limitations
Excludes primary legal interpretation.
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Risk appetite framework development

Business problem
Appetite statements are qualitative and cannot be breached, so they do not constrain decisions.
Scope
Appetite statements, metrics, thresholds, cascade to limits, breach and escalation protocols.
Approach
Workshop-based calibration with board and executive input, tested against historical scenarios.
Deliverables
Board-approved appetite framework, limits cascade, escalation protocol.
Value to management
Appetite that actively frames strategy and day-to-day risk decisions.
Limitations
Requires board engagement to be credible.
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Governance effectiveness assessment

Business problem
Board and committee agendas do not evidence challenge, escalation or follow-through.
Scope
Board and committee composition, terms of reference, agenda quality, MI, minutes, decision follow-through.
Approach
Review of a rolling window of committee materials plus targeted interviews.
Deliverables
Effectiveness report with prioritised recommendations.
Value to management
Governance that meaningfully steers risk-taking.
Limitations
Access to unredacted minutes required.
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Model risk management framework

Business problem
Model risk is under-managed relative to the reliance the firm places on models.
Scope
Policy, inventory, tiering, lifecycle controls, validation standards, ongoing monitoring.
Approach
Framework benchmarking, inventory reconciliation, sample model reviews.
Deliverables
MRM policy, standards, inventory template and implementation plan.
Value to management
Model use that is proportionate, controlled and auditable.
Limitations
Dependent on the maturity of the model inventory.
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Independent model validation

Business problem
Models are deployed with limited independent challenge to methodology, data and performance.
Scope
Statistical, credit, market, AML, insurance and AI models.
Approach
Documentation review, replication or benchmarking, sensitivity and stability testing, performance analysis.
Deliverables
Validation report with findings, ratings and remediation plan.
Value to management
Defensible use of models under supervisory scrutiny.
Limitations
Access to data, code and documentation is required.
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Banking risk advisory

Business problem
Credit, capital, liquidity and operational risks are managed in disconnected pockets.
Scope
Risk taxonomy, ICAAP, ILAAP, recovery indicators, RCSAs, operational resilience.
Approach
Framework and MI review, targeted deep-dives on higher-risk portfolios.
Deliverables
Assessment report, redesigned artefacts, action plan.
Value to management
A coherent banking risk view for management and the board.
Limitations
Confidentiality and data access requirements.
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Insurance risk advisory

Business problem
ORSA, capital model and appetite tell different stories about the same risks.
Scope
ERM, ORSA, capital model governance, catastrophe and climate scenarios, ESG risk.
Approach
Coherence review across artefacts and workflows.
Deliverables
Integrated risk narrative and framework improvements.
Value to management
Insurance risk decisions grounded in one consistent view.
Limitations
Actuarial validation is a specialist workstream and is scoped separately.
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Market and liquidity risk analysis

Business problem
Limits and stress assumptions no longer match the balance sheet or funding model.
Scope
Limits, VaR, IRRBB, LCR/NSFR, behavioural assumptions, funding plans.
Approach
Data-led review and stress scenario challenge.
Deliverables
Limits and stress framework recommendations.
Value to management
Timelier, sharper market and liquidity risk decisions.
Limitations
Dependent on the quality of underlying market and cash-flow data.
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ICAAP and ILAAP support

Business problem
The ICAAP/ILAAP narrative does not credibly link business model, risk profile and capital or liquidity plans.
Scope
Narrative, methodology, scenario design, board sign-off pack.
Approach
Structured drafting and challenge across risk, finance and treasury.
Deliverables
Board-ready ICAAP/ILAAP documents.
Value to management
Supervisory-ready documents that also serve internal decisions.
Limitations
Sign-off remains with the firm's accountable executives.
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Regulatory gap analysis

Business problem
New or evolving regulations have not been mapped to controls.
Scope
Regulation mapping, control mapping, gap assessment, remediation planning.
Approach
Requirement decomposition and control traceability.
Deliverables
Gap register, remediation roadmap, ownership matrix.
Value to management
A single, evidenced view of regulatory readiness.
Limitations
Legal interpretation to be confirmed by qualified counsel.
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Policy and control review

Business problem
Policies and controls have drifted from actual practice.
Scope
Policy hierarchy, control libraries, ownership, testing.
Approach
Sampling, walkthroughs and reconciliation of policy to practice.
Deliverables
Rationalised policy set and control library.
Value to management
Policies and controls the business actually operates.
Limitations
Requires cooperation from control owners.
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Board and executive risk reporting

Business problem
Risk reporting is dense, backward-looking and not decision-useful.
Scope
Reporting suite, KRIs, narrative structure, escalation logic.
Approach
User-centred redesign with risk, finance and secretariat.
Deliverables
Redesigned reporting pack and MI standards.
Value to management
Reporting that shapes committee discussions.
Limitations
Requires clean underlying data.
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Risk data and management-information design

Business problem
Risk data is fragmented, inconsistent and slow.
Scope
Data lineage, quality controls, aggregation, MI production.
Approach
Data assessment aligned to BCBS 239 principles where applicable.
Deliverables
Data quality assessment and MI architecture.
Value to management
Faster, more trustworthy risk information.
Limitations
System change is out of scope; recommendations are framework-level.
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Climate and sustainability risk integration

Business problem
Climate risk is treated as a report rather than a driver of existing risks.
Scope
Scenario analysis, integration into credit, market, insurance and operational risk, governance.
Approach
Framework review, scenario challenge, integration mapping.
Deliverables
Climate risk integration blueprint.
Value to management
A climate lens that strengthens existing risk decisions.
Limitations
Scientific inputs are taken from recognised sources.
Related expertise →

Pricing is discussed on a per-engagement basis and only when explicitly requested and approved.