Governance frameworks, internal controls, AML/KYC discipline and compliance infrastructure — built to work in practice, not just on paper.
Start a conversationRisk, Governance & Compliance at MEN is focused on the practical infrastructure organisations need to operate with clear accountability, documented controls and auditable processes. The work brings together governance, internal control, AML/KYC, data protection, AI governance and compliance disciplines around how the organisation actually operates — so policies, approvals and escalation structures work in practice rather than existing only on paper.
Start with the issue, not the department.
Designing the governance structure a business actually needs, not a template pulled off the shelf.
Building controls that catch what matters, without burying the business in process.
Structuring who a business takes on, and on what terms, before the relationship begins.
Running AML and KYC discipline as a routine part of onboarding, not an afterthought.
Building the data-protection governance a business needs to handle personal data properly.
Establishing the policies and oversight a business needs before AI is used at scale.
Setting out how AI is used responsibly, with human review where it matters.
Governance is only as good as the discipline behind it. MEN treats policies, approvals, audit trail and quality control as one connected system — because a policy nobody follows and a control nobody can evidence are both the same problem in practice.
Writing policies people can actually follow, not documents that sit unread.
Defining who approves what, so accountability is clear before something goes wrong.
Building the audit trail a business needs to evidence what it did and why.
Establishing quality control that catches errors before they become problems.
Reviewing compliance processes against what's actually required, not just what's assumed.
Getting a business into a defensible position before a regulator asks.
Setting out the anti-bribery and conduct standards a business is expected to meet.
Complex enterprise-risk, financial-crime, investigation, forensic, dispute and specialist regulatory matters may be undertaken alongside appropriately qualified or authorised professionals where required.
Specialist technical, investigative or regulated work is undertaken alongside appropriate specialist professionals where required.
Governance exists on paper, but nobody is confident it would hold up under scrutiny.
Client acceptance and AML/KYC processes have grown informal and need proper structure.
AI is being used or considered, but there's no governance or human-oversight policy behind it.
A business needs to demonstrate regulatory readiness, but hasn't pulled its policies and controls together.
Nobody can point to a clear audit trail for who approved what, and when.
Governance rarely stays inside one discipline. A structural change needs updated controls; a new system needs governance built in; tax and accounting depend on the same audit trail. MEN treats the disciplines below as one team around the situation, not a sequence of separate engagements:
Making sure governance and controls keep pace with a changing strategic or structural direction.
Building the controls that give financial reporting and decision-making genuine credibility.
Building the governance and controls a new structure needs from completion, not months afterward.
Building AI and data governance into the technology itself, not adding it afterward.
Building tax governance and controls into the wider governance framework, not as a separate silo.
Building the controls and audit trail governance actually depends on into day-to-day finance operations.
Governance and controls structured around family ownership, succession and long-term stewardship.
Compliance and governance coordinated across jurisdictions, rather than treated as separate regimes.