Three stories from the field: the problem, what we built, what it changes day to day. No logos, no inflated figures — the details belong to our clients, we tell the method.
KYC, AML, supporting documents: onboarding is the most regulated moment of the client journey — and the most painful, on both sides of the counter. Documents flying around by email, double entry, files sitting in queues.
An AI pipeline that reads the documents, extracts and verifies the information, prepares the compliance file and only escalates to a human the cases that deserve real judgement.
Compliance teams spend their time on actual risks, not data entry. The client signs in days, not weeks — and the regulator gets a clean audit trail.
An AI ambition can't be decreed in a slide deck: it has to be decided. And until the executive committee has made the calls itself, the strategy belongs to the vendor — not to the company.
A complete journey: one-on-one interviews from the board to the teams, a maturity audit, people trained before deciding, workshops on culture, data, governance and use cases. It all converges into a one-day executive offsite: a North Star voted, use cases prioritised across three horizons — foundations, acceleration, transformation —, governance settled and a 36-month roadmap.
Every board member leaves as the sponsor of a piece of the strategy, not the spectator of a report. Prioritisation lives in the global project portfolio — not in a theoretical AI portfolio on the side.
When a client cancels, the signals had been there for months — scattered across history, complaints, usage. Nobody had time to cross-reference them.
A model trained on historical data that surfaces at-risk clients every week, with probable reasons and the recommended action for each.
Sales teams call before the cancellation, not after. Retention becomes a proactive move, not a complaints desk.
Twenty questions, five minutes: the diagnostic locates your AI maturity and identifies where to start.