The issue was not the missing money, which came later. The real issue was a sentence repeated quietly by a trusted staff member in a medium-sized Ugandan organisation: “After all I have done for this place, this small facilitation is …
The case fell apart in the final stretch, not because the facts were weak, but because a witness who had sounded confident in the interview room suddenly became selective in memory, a senior executive who had privately demanded decisive action …
The problem started with fuel. Not millions disappearing overnight. Real fraud rarely behaves like a dramatic movie. It moves carefully, almost politely, through weak controls until somebody notices a detail that does not fit the rhythm of normal operations. A …
The issue began with a strategy meeting that looked successful from a distance. A financial services company had approved a new digital growth plan. More customers would be onboarded through mobile channels. Loan approvals would be faster. Field officers would …
It surfaced as a routine imbalance. Customer wallet balances were overstated, small enough to dismiss, but consistent enough to ignore if you were not paying attention. The finance team saw timing differences between mobile money settlements and internal postings. The …
“Fraud, cyber, and strategy do not fail separately; they collapse together when the board asks the wrong question.” What if the biggest risk in your organisation is not fraud, not cyber, not strategy, but the fact that you treat them …
The case looked ordinary when it landed on my desk. A mid-level finance officer, quiet, reliable, known for completing what they start, had been flagged after a routine audit picked up small inconsistencies in transaction logs. Nothing dramatic, just numbers …
It started with a reconciliation difference that was too small to trigger escalation and too persistent to ignore. A financial institution closed its weekly books with a variance of just under UGX 18 million spread across mobile money collections and …
It was Tuesday morning in Kampala, 08:17 a.m., when a mid-sized financial services firm opened for business as usual, staff logging into their systems, coffee cups still warm, unaware that somewhere across the city, a young man in a dimly …
The incident began in early 2024 within the operational accounts of an international non-governmental organisation headquartered in Kampala. Funds earmarked for water, sanitation, and health projects were diverted systematically over several months. Donor reports showed deliverables vastly out of alignment …