A Tier 1 investment bank was in breach of PRA scenario reporting requirements. The solution required no net cost increase.
A Tier 1 investment bank was in breach of its regulatory obligations to the Prudential Regulation Authority (PRA), having consistently exceeded the permitted timescales for monthly scenario reporting submissions.
The breach created significant regulatory risk and required an immediate, credible remediation plan. The root causes had not been clearly identified, and the existing team lacked the capacity to diagnose and fix the process while continuing to operate it.
A two-week rapid analysis mapped the end-to-end journey from data collection to submission - identifying the specific failure points responsible for the delays.
A low-cost “stabilise” plan was presented for immediate implementation, based entirely on people and process changes - with a net cost saving rather than additional spend. A second-stage plan covering technology changes for further improvement was provided alongside it.
A 30-minute scoping call costs nothing and creates no obligation. We will tell you honestly whether we can help.
A UK bank under PRA pressure to deliver new scenario-based reporting capability within a fixed regulatory window. The existing reporting infrastructure could not produce the required outputs at the required quality, and the deadline could not slip.
Led the delivery programme end-to-end - data architecture, scenario engine, control framework, and regulator-facing reporting design. Coordinated across risk, finance, data, and technology functions to converge them on a single delivery plan with regulator-aligned milestones.
PRA-compliant scenario reporting delivered within six months and signed off by the regulator. Internal capability uplifted to maintain and evolve the reporting beyond the initial delivery. Subsequent regulatory asks served from the same platform.
Single delivery accountability replaced functional ownership of overlapping workstreams. Decisions that previously needed three meetings were taken in one. The regulator was treated as a delivery stakeholder, not as an end-of-pipeline consumer.
Regulatory delivery succeeds when the programme has one accountable lead with credibility across business, technology, and the regulator. Splitting accountability across functions is the most common cause of regulatory delivery failure.