{"id":165,"date":"2014-01-23T12:07:55","date_gmt":"2014-01-23T12:07:55","guid":{"rendered":"http:\/\/ruthfinch.com\/website\/?page_id=165"},"modified":"2025-10-20T11:55:53","modified_gmt":"2025-10-20T11:55:53","slug":"home","status":"publish","type":"page","link":"https:\/\/ruthfinch.com\/website\/","title":{"rendered":"The four areas of work"},"content":{"rendered":"<p style=\"text-align: center;\"><strong><em>1 <\/em><em>\u2013<\/em><em> Relationships with regulators go off track. It happens. <\/em><\/strong><strong><em>The challenge is getting them back on track and I help firms do that.<\/em><\/strong><\/p>\n<p><strong>There are times when every firm struggles to meet regulatory requirements, to work out what, exactly, regulators expect of them and how to comply whilst continuing to grow at scale.<\/strong> If a firm falls the wrong side of the regulatory line, the board and senior management are likely to find that regulators are on their case.<\/p>\n<p><strong>I work with banks and financial institutions<\/strong> \u2013 particularly, their boards and senior management \u2013 <strong>where the relationship with regulators goes awry<\/strong>. For instance, where:<\/p>\n<ul>\n<li>The tone changes in letters from regulators;<\/li>\n<li>Regulators say they\u2019re \u201cconcerned\u201d about aspects of the firm and its business;<\/li>\n<li>Regulatory questions and information requests stray to other parts of the business; or<\/li>\n<li>Regulators say they \u201cjust can\u2019t quite get comfortable with\u201d the firm and its activities.<\/li>\n<\/ul>\n<p>I haven\u2019t come across a problem that can\u2019t be fixed and it\u2019s perfectly possible to get the relationship with regulators back on track. I\u2019ve been helping firms do that for many years.<\/p>\n<p style=\"text-align: center;\"><strong><em>2 \u2013 Governance: the topic that never goes away<\/em><\/strong><\/p>\n<p><strong>One of the things regulators always look for is robust, effective governance<\/strong> and it\u2019s a key reason they\u2019re comfortable with current initiatives to reduce the regulatory burden: strong governance provides an overarching framework for regulatory compliance. <strong>And I\u2019ve seen over the years that strong governance \u2013 governance that leads the field; a board that isn\u2019t just effective but excels \u2013 is also the foundation of a thriving and resilient business.<\/strong> A business that\u2019s able to grow, sustainably, over years and decades, not just over the next twelve months. One that\u2019s attractive to investors and to funders and, where there\u2019s an IPO on the horizon, strong governance can help that proceed more smoothly too.<\/p>\n<p>I\u2019ve prepared some <strong>notes looking at different aspects of governance<\/strong> and these are available at the <em>Governance Reframed<\/em> tab.<\/p>\n<p style=\"text-align: center;\"><strong><em>3 and 4 \u2013 The other work<\/em><\/strong><\/p>\n<p>I also advise on <strong>authorisation applications<\/strong> (including those for banks and e-money and payment institutions), using experience in addressing regulatory problems and governance work to support new businesses, explaining the areas regulators focus on and helping applicants establish good relationships with regulators from the outset.<\/p>\n<p>As part of authorisation applications and as ongoing work, I:<\/p>\n<ul>\n<li><strong>Help candidates for senior management functions to prepare for SMF interviews<\/strong> with regulators and <strong>support firms in their preparation for regulatory visits<\/strong>; and<\/li>\n<li><strong>Work on controller (change in control) applications<\/strong>.<\/li>\n<\/ul>\n<p style=\"text-align: center;\"><strong><em>Doing the work<\/em><\/strong><\/p>\n<p>In each case,\u00a0<strong>I draw on what I\u2019ve seen in practice<\/strong>\u00a0so I can identify what matters and why.\u00a0<strong>There isn\u2019t a single approach to work because every firm has different needs, objectives and circumstances and each regulatory incident is different.<\/strong>\u00a0But when looking at\u00a0<strong>governance, I use a set of criteria that I\u2019ve developed<\/strong>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>1 \u2013 Relationships with regulators go off track. It happens. The challenge is getting them back on track and I help firms do that. There are times when every firm struggles to meet regulatory requirements, to work out what, exactly, regulators expect of them and how to comply whilst continuing to grow at scale. If [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":0,"menu_order":1,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-165","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/pages\/165","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/comments?post=165"}],"version-history":[{"count":13,"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/pages\/165\/revisions"}],"predecessor-version":[{"id":492,"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/pages\/165\/revisions\/492"}],"wp:attachment":[{"href":"https:\/\/ruthfinch.com\/website\/wp-json\/wp\/v2\/media?parent=165"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}