Services
Built, not advised on. Then handed over working.
Three practices, each delivered by the principal. Build brings the volume in. Protect is who you say yes to, and the risk function that keeps the book safe. Operate is the machine behind that answer. You can engage any one alone, and most clients end up crossing between them.
Engagement shapes
Fractional, interim or project. Retained monthly, or scoped to a deliverable with a date on it. Few mandates at a time, on purpose.
Where the volume comes from, and who it is coming from.
Entry decisions in this region fail on the same three things: a licence path nobody mapped, a local partner nobody checked, and a product priced for a customer who does not exist here.
We do the study, then stay for the execution. We also take the seat ourselves: a named in-market face for your business, running the pipeline and answering the credit questions in the room.
- Market study, sizing and competitive read
- Entry strategy and the business case behind it
- Licensing and regulatory navigation, including SBV
- Local partner and counterparty assessment
- In-market representation and business development
- Data-to-lending and insurance partnerships
- Customer selection, product fit and commercial structuring
- Standing up the in-country team, controls and governance
Credit risk, and the whole risk function that sits around it.
Most lenders do not need another assessment. They need someone who has built a risk function from nothing, run it through a downturn, and can do it again inside their business without a year of discovery.
Credit is the largest risk in a lending book and it is not the only one. Operational failures, fraud, model error, liquidity and concentration all land on the same balance sheet, and a board wants one person who can answer for all of them in the same meeting.
Policy, scoring, limits and pricing are set as one system, because a scorecard nobody prices against is decoration. The framework above it is set the same way, because an appetite statement nobody reports against is paper.
- Credit policy and underwriting standards
- Credit scoring and AI/ML scorecard development
- Limit setting and risk-based pricing
- IFRS 9 ECL modelling and provisioning
- Portfolio monitoring and the review cycle
- Risk design for digital lending and embedded finance
- Risk function built or rebuilt end to end
- Risk appetite and the framework behind it
- Governance, risk committees and the three lines
- Operational, fraud and model risk
- Stress testing and capital planning
- Board and regulator reporting
A standing senior seat, a set number of days a month, with real decision rights. For lenders too small for a full-time CRO and too exposed to go without one.
Cover through a gap, a transition or a regulatory event, with the function left in better order than it was found.
One named outcome with a date: a scorecard live, an ECL model signed off, a collections function stood up, a portfolio review delivered.
The part most advisers have never run.
Policy is the easy half. Losses arrive through operations: an approval queue nobody staffed, a collections script nobody tested, a fraud ring nobody saw, a debt sale priced by the buyer.
In every CRO seat the principal has owned these as well as the policy. That is what we bring here, and it is the reason the three practices sit in one firm rather than three.
- Underwriting and approval operations
- Collections strategy, scripting and capacity
- NPL recovery and debt sale
- Fraud strategy, controls and investigation
- Vendor and agency management
- Management reporting and the portfolio review cycle
Across all three
We build our own tooling. You are still buying the judgement.
Underwriting pipelines, scorecards, portfolio reporting, document extraction: built and run on our side of the work, so one senior person can carry more and you get answers in days rather than quarters. What reaches you is checked, signed and ours to answer for. Nothing goes near your production stack unless it has been through your own model governance first.