About Us

P2 FinCrime is built on the foundations of P2 Consulting and FS 101, both challengers in their respective markets. By combining the Financial Crime expertise of the FS 101 team with the project and programme management skills of P2 consulting we offer the best solutions to clients without the Big 4 overheads.

What We Do

P2 FinCrime’s services span the regulatory change lifecycle for Financial Institutions – from advisory and operating model design, to systems evaluation and implementation with a heavy dose of operational performance improvement and remediation along the way.


Understanding the challenges that keep our clients awake at night is essential. In this section we demonstrate our expertise at solving your problems. We have deep insight into the business and technology issues facing all sectors.

Ask the Expert

In the first of our ‘Ask the Expert’ series, Phil Rolfe, P2 Consulting’s CEO, interviews financial crime and compliance expert Peter Hazlewood.

Case Studies

We’ve worked with clients across the sector and have gained excellent results – but don’t just take our word for it. Have a browse through some of the work we’ve done.

P2 Consulting

P2 Consulting is a market leading business transformation consultancy. P2 provides the entire range of consultancy services for organisations engaged in business change. P2 works in partnership with clients to turn their business ambitions into reality, bringing a unique blend of leading-edge thinking and hands-on delivery.

Financial Crime Training and Accreditation

A global corporate bank with front office operations in the UK and operational hubs in several European countries as well as external service providers in Europe.

The Situaton
  • As part of an FCA section 166 response, the organisation had revised its Financial Crime policies and had for the first time developed operational procedures to be utilised by in house and outsourced service providers.
  • The organisation had committed to a deadline to complete the training and accreditation of operational team members across all sites and included in excess of 350 users.
  • The users were drawn from a variety of backgrounds and so were using inconsistent processes, terminology and decision making leading to operational inefficiency
  • It had been agreed that face to face/classroom training was the most effective delivery method due to the complexity and depth to which topics had to be covered
  • The bank had an in-house training capability, but those resources were already committed to other modules and they did not have the technical capability to lead the new topics.
  • The bank needed to deploy a team of suitably qualified trainers to deliver the new modules within 2 months to hit the committed deadline
  • Business as Usual processing had to be maintained throughout the training cycle and so careful coordination of attendees was required
  • It was essential that every operational staff member attended and passed the course so that evidence could be provided to the external stakeholders that the milestones had been met
  • It was also critical that the attendees understood the topics and subsequently followed the new process to embed the new ways of working for the future.
How P2 FinCrime helped
  • P2 provided 4 qualified trainers to roll out the new training material
  • We built the core training programme and refined it for specific market sectors
  • P2 researched current news articles and inked them to the material to bring topics alive
  • P2 designed role plays/case-studies to ensure the training was interactive/engaging
  • P2 built a set of test questions that were used to check daily progress and ultimately seek Accreditation in the topics.
The Outcome
  • All team members were trained within the desired timeline with one sweep up cohort
  • P2 received feedback scores averaging above 9.5/10 across all cohorts
  • P2 trained several in-house bank trainers to be able to deliver the material in the future
  • P2 handed over a set of training materials for new joiners to ensure consistency
  • As all team members were using the same terminology and naming conventions there was an improvement in quality and right first time across the processing teams.
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