The bank had merged its fraud and financial crime functions into a single Economic Crime Prevention organisation to eliminate silos and reduce inefficiencies, but it lacked the architectural capability needed to guide this transformation. Without strong strategic, technical and governance oversight, the expected efficiencies could not be achieved. The challenge was compounded by the fact that solution architecture had previously been dispersed into engineering teams, leaving no centralised structure or best‑practice framework. To succeed, the bank required an experienced partner with enterprise‑level architecture expertise to re-establish standards, align technology and processes and build a unified, effective ECP architecture function.

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