Rate the risk first
Score the population so attention goes to the cases that matter. Volume becomes a queue you can defend rather than one you have to survive.
What we solve
Manual work eating the week
Dozens of spreadsheets, an alert queue nobody can clear, and three weeks of every cycle spent assembling instead of deciding.
How it usually shows up
The volume arrives faster than the team. A screening tool returns tens of thousands of possible hits a day and the same two people are expected to work through them. A month-end pack is rebuilt by hand because the last version was rebuilt by hand. Everyone knows which tab breaks first.
The cost is not only the hours. It is procedure fatigue: when a queue cannot be cleared, people start clearing it quickly, and that is the point at which a compliance process quietly stops working.
What is actually wrong
Almost always the same three things. No risk rating, so everything is treated as equally urgent. No standard process, so each branch or analyst does it differently. And no automation of the assembly, so judgement time is spent on collection instead.
How we approach it
Standardise before automating
One process across branches and product lines, with owners and KPIs, then automate the parts that are genuinely mechanical.
Keep the judgement with a person
The system collects, checks and drafts. A person still decides, with the exceptions in front of them and a record of what they saw.
60,000 alerts a day, down to 5 that mattered.
Case studies
Two of ours
Broken
Daily screening through a third-party vendor producing over 60,000 hits a day across the client base, with no technology-driven risk rating. The investigation load was unmanageable, which caused procedure fatigue and finally a breakdown in compliance processes.
At stake
Regulatory fines, scrutiny and reputational damage.
What we did
Built a custom in-house sanctions screening, risk rating and client onboarding system.
What changed
60,000 to 5
The case load fell from over 60,000 possible hits to 5 high-risk positive matches. The entire client base was risk rated.
Broken
No standardised onboarding process across branches. Numerous touchpoints, abandoned cases, inconsistent client data quality.
At stake
Reputational damage and lost clients.
What we did
Designed and implemented a standardised onboarding process across six branches and four product and business lines.
What changed
Six branches, one process
Touchpoints substantially reduced, KPIs in place, onboarding experience consistent across the business, and client data quality and speed both substantially improved.
Sector and scale only. We do not name clients, and every number here is one the client confirmed.
Contact
Tell us which process costs you the most days
We will come back with a scope, a price in rand, and an honest answer about whether it is worth doing.
connect@rahn.co.za