In 2016, I ran an investigation support program for one of the financial institutions. After the fraud investigations, from inception to disposition, training, Summit Consulting Ltd was retained to support the inhouse investigations team with case management work for on …
It is 7:42 a.m. on a wet Monday morning. The finance team of a regional financial institution is already tense because payroll is due, suppliers are calling, and the board pack must be closed before midday. A softly spoken finance …
Who is really running your organisation today: your leaders, your systems, or the habits that nobody dares to confront? That is the question I ask Boards and CEOs whenever they tell me their biggest risk is cyberattacks, artificial intelligence, or …
The call came late in the afternoon. The voice sounded calm, measured, and familiar. The Managing Director was travelling and he needed an urgent transfer to secure a confidential acquisition. The Chief Finance Officer was unavailable and the Board was …
Who owns the risk when the next major fraud happens in your organisation, the ransomware message appears on every screen, a customer record is leaked, a regulator asks difficult questions, or a whistleblower reveals a scheme that has been running …
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 …
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