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For years, consumer credit regulation has been criticised for becoming increasingly complex. Successive layers of legislation, FCA rules and guidance have created a framework that, while designed to protect consumers, can sometimes be difficult for firms to navigate. Many compliance functions have naturally focused on interpreting detailed rules, maintaining extensive procedures and ensuring every regulatory...
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There was a time when the compliance function was largely viewed as the department that reviewed policies, interpreted regulation and highlighted breaches after they had occurred. For many firms, that perception still exists. Increasingly, however, it no longer reflects how the Financial Conduct Authority expects well-governed businesses to operate. As regulation becomes less prescriptive and...
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For many consumer credit firms, data has traditionally been viewed as a by-product of doing business. Applications generate data. Affordability assessments rely on data. Credit reference agencies receive data. Management information reports on data. The focus has often been on ensuring systems work and regulatory reporting is completed accurately. That mindset is beginning to change....
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Marketing has always been an important part of the consumer credit journey. Whether attracting new customers through online advertising, introducing a new product or refining a customer journey, marketing has traditionally focused on communicating benefits, generating enquiries and improving conversion rates. Today, the expectations are different. Consumer Duty has fundamentally changed the relationship between marketing...
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For many consumer credit firms, financial promotions have traditionally been one of the most prescriptive areas of regulation. Compliance often meant working through detailed rules, ensuring mandatory wording appeared in the right place and confirming that disclosures met the requirements of the Consumer Credit sourcebook (CONC). That approach may be about to change. The Financial...
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Most Boards receive more management information than ever before. Performance dashboards, complaints analysis, quality assurance results, customer feedback, financial data and Consumer Duty reporting all arrive in neatly formatted packs, often running to hundreds of pages. Yet one question is becoming increasingly important. “Does all of that information actually help the Board make better decisions?”...
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UK payment service providers and electronic money institutions operate in a highly demanding environment. Balancing strict anti-money laundering regulations with the commercial need for fast, seamless transactions is a constant challenge for business owners and compliance officers. When compliance is treated simply as a box-ticking exercise, it easily becomes an operational bottleneck that slows down...
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Every regulated firm relies on third parties. Marketing agencies generate leads.  Cloud providers host critical systems.  Software providers automate decisions.  Debt collection agencies recover customer balances.  Compliance consultants provide specialist advice.  Many firms also rely on introducers, affiliates, credit reference agencies and technology partners to deliver key parts of the customer journey. Outsourcing has become...
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Most regulated firms organise compliance by regulator. The Financial Conduct Authority looks after financial services.  The Information Commissioner’s Office oversees data protection.  The Advertising Standards Authority monitors advertising.  The Financial Ombudsman Service considers complaints. Each has its own rules, guidance and expectations and operationally, that approach makes perfect sense. From a customer’s perspective, however, none...
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