Designing enterprise client and risk capabilities for a fragmented and uncertain world
I design enterprise capabilities that enable large financial institutions to understand, govern, and operate complex client relationships and networks — safely, coherently, and over time.
The problem
Financial institutions increasingly operate through complex client structures, interdependent networks, and evolving business arrangements. Risk emerges not only at the individual client level, but across portfolios, jurisdictions, and time.
Many organisations still manage this complexity through fragmented processes, legacy definitions of “client”, and change initiatives that improve parts of the system while weakening the whole.
This is not a technology problem.
It is a capability design problem.
What I work on
I work at the intersection of:
client lifecycle management
network and structural risk
operating models and governance
data, controls, and performance
The focus is not delivery for its own sake, but building durable enterprise capabilities that continue to function under regulatory pressure, market change, and organisational churn.
How I approach these problems
Start from the business arrangement, rather than existing organisational or system structures
Design for flow, integrity, and durability, not best practice
Treat operating models as engineered systems, not static blueprints
Work across risk, operations, technology, and the business as a single system
Optimise for institutional coherence, not local outcome.
Key frameworks
Client Network Risk Management (CNRM)
Understanding risk across interconnected client structures and networksEntity–Role–Relationship (ERR)
A structural model for representing clients, roles, and business arrangements coherentlyEnterprise Client Lifecycle Management (E-CLM)
CLM understood and governed as an enterprise capability, not a functionOperating Model Engineering
Designing operating models for performance, stability, and changeTOM → Feature Pathway
Connecting intent, design, and implementation.
Who this is relevant to
This work is relevant to leaders responsible for:
enterprise risk and control
client lifecycle and onboarding
large-scale transformation
complex operating models
regulatory credibility.
Context
The material on this site reflects a long-term body of work on how complex financial institutions can remain resilient as client structures, regulation, and geopolitical conditions continue to evolve.
It is intended to be read selectively, reused in discussion, and applied with judgement.