Senior practitioners who understand FCA obligations, PRA expectations and the delivery risk that grows inside complex programmes - without adding to your headcount.
We take on a limited number of engagements each quarter.
When the data pipeline between operational systems and regulatory submissions is fragile, the consequences extend beyond operational inconvenience. Independent scrutiny of that pipeline belongs at board level.
Acquisitions, product line growth, and legacy technology decisions leave many mid-market financial services businesses operating across systems that were never designed to work together.
Transformation programmes in regulated environments attract regulator attention as well as board attention. Independent programme oversight provides a credible, documented line of sight into delivery.
Core system replacement or upgrade decisions in financial services carry both operational and regulatory risk. Vendor selection without independent evaluation of fit against both dimensions creates avoidable exposure.
Boards that cannot reconcile MI across business lines are operating with reduced confidence at exactly the moment regulatory or market pressure demands clarity.
Regulated businesses often carry a high volume of concurrent change. Without independent programme oversight, initiatives drift and the cumulative risk to operations goes untracked.
The Health Check is typically used to establish a risk-rated view of where regulatory, operational, and programme risk is concentrated before a larger transformation commitment is made.
Advisory engagements in this sector frequently involve programme recovery, MI redesign with regulatory reporting in scope, and independent evaluation of core system replacement proposals.
"We needed someone who could hold an independent position between the regulator's expectations and our internal programme. Assured Velocity provided exactly that."
Start with a 30-minute call to confirm fit and agree what a useful first step looks like for your business.
Independent compliance gap assessment and governance design across FCA, PRA, CQC and sector-specific obligations.
Programme and transformation office design that governs outcomes, not just activity.
Independent technology selection, architecture review, and implementation oversight. No vendor relationships.
All three entry points are free and take under an hour. Each gives you something useful regardless of what comes next.
See exactly where the drag is before spending anything. Personalised scorecard and top 3 profit constraints.
Free · 30-45 minA senior consultant turns your survey results into a clear next step. Live debrief, peer comparison, profit scenarios.
Free · Short call12 structured questions. Clear recommendation on the right service path. No hard sell.
“We had a vendor shortlist and no way to evaluate it properly. Assured Velocity gave us the framework and the confidence to make the right call.”
“The programme had lost board confidence. They reset the governance and gave the project a credible path to delivery.”
“Regulatory reporting had three teams producing three different numbers. The root cause was process, not people. Fixed in six weeks.”
“Senior, independent, and with no vendor agenda. Exactly what a platform decision of that size requires.”
“They named the risk we had been circling around for months. The board needed to hear it from someone outside the room.”
“The PRA scenario reporting programme had missed three deadlines. They reset the governance and delivered to the fourth.”
“We had a vendor shortlist and no way to evaluate it properly. Assured Velocity gave us the framework and the confidence to make the right call.”
“The programme had lost board confidence. They reset the governance and gave the project a credible path to delivery.”
“Regulatory reporting had three teams producing three different numbers. The root cause was process, not people. Fixed in six weeks.”
“Senior, independent, and with no vendor agenda. Exactly what a platform decision of that size requires.”
“They named the risk we had been circling around for months. The board needed to hear it from someone outside the room.”
“The PRA scenario reporting programme had missed three deadlines. They reset the governance and delivered to the fourth.”