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.

Accelerating the drive for digital

Alastair Vetch, Director and Head of Government & Public Sector, P2 Consulting


The theme of this year’s Public Sector Show is the continued focus on service delivery and efficiency of provision. It has been nearly eight years since the Digital by Default strategy was issued and there has been a slow shift towards adopting the principles and approaches advocated by the strategy and led by the Government Digital Service.

In our view, the scale of ambition and more recently, some notable successes, has increased the number of ‘proof points’ that demonstrate that the strategy and moreover the approach is right. The market has reacted positively, and new entrants and services have helped provide the foundations for government to be an effective deliverer of digital services. However, as a collective effort the public sector and its partners are probably still in second gear; digital by aspiration not digital by default remains the case and the cultural changes required to think and act differently continue to be met with scepticism.

What can be done to reach 5th gear and achieve even greater success?

P2 is a specialist transformation consultancy. We are independent and work exclusively client side to help shape, deliver and assure programmes. We believe change is best delivered as a series of small scale interventions rather than large, costly and complex endeavours. In our experience of working across market sectors, there are three key building blocks essential to accelerating the drive for digital:

  • Value-based design. Abandon large-scale architecting efforts in favour of more selective value-based design. For a leading UK Insurer we reviewed their current operating model and isolated specific functional areas that would benefit from robotic process automation. We helped design a new RPA inspired future and the basis of a business case to underpin this assertion. We did not seek to redraw the entirety of the organisations operating model nor attempt to automate all aspects of service delivery. Targeted investments in this way deliver significantly greater benefit.
  • Analyse delivery performance. Focus on proving and even predicting delivery performance to improve stakeholder support and confidence. For a government organisation specialising in ‘big data’ we provided the programme leadership and PMO function. Our reporting approach provided detailed views on the status of each project, moreover a confidence score on how accurate the information was likely to be and by using advanced analytics capabilities, we were able to significantly improve forecasts and outturn estimates. Sophisticated analysis that presents the data in simple terms significantly increases stakeholder confidence and support from senior owners.
  • Sustain capability development. Make the necessary investments in people and working environments for them to be successful. For a technology firm, we helped define their global programme and project delivery system spanning a mix of ‘waterfall’ and ‘agile’ projects, including design of the roles and responsibilities of key delivery staff. We supported our client to source and interview staff and subsequently coached and mentored project managers and scrum masters in order to build a long-term, sustainable in-house capability.

For more information about public sector transformation, visit: https://www.p2fincrime.com/what-we-do/industries/government-public-sector/