ROLF HOWARD - AML COMPLIANCE SPECIALIST

Directors and senior managers carry real weight. 

Clients want excellence. Regulators want compliance. Staff want growth. 

The firms that win have one thing in common: strategic leadership. 

With AUSTRAC’s AML/CTF Tranche 2 close and time short, it’s a competitive edge. 

Governance and Leadership

Good governance is not about ticking boxes. It is about clarity of decision-making, accountability at every level, and visible leadership from the top. A well-governed firm inspires trust from regulators, confidence from clients, and commitment from staff. Leadership must be more than operational oversight – it must set direction, establish culture, and ensure that every decision aligns with the firm’s long-term strategy.

Staff Recruitment and Development

No professional services firm can outgrow the talent it attracts. Recruitment must go beyond filling roles; it should be about building teams with the skills and values that match the firm’s strategy. Retention requires constant investment in training, mentoring, and clear career pathways. When governance and leadership are strong, culture is clear and consistent. The firm becomes a place where high-calibre professionals want to stay.

Marketing and Growth

In an increasingly competitive market, marketing is not optional. Professional services firms must actively shape their reputation. That means telling their story, differentiating their services, and engaging clients through digital channels as well as personal relationships. Strategic marketing ensures the firm is not only visible but also positioned as credible and trusted in the areas that matter most.

Budgeting, Risk Management and Compliance

Crafting and delivering on budget are foundational to business success. Every director knows that risk cannot be eliminated, but it can be managed. The firms that succeed treat risk management and compliance as part of the value they deliver to clients, not a burden. From regulatory compliance in areas such as AML/CTF, to internal controls around data and client money, a structured and proactive approach reduces exposure and strengthens the firm’s credibility.

Technology as an Enabler of Strategy

Technology is no longer just back-office support. It is a strategic enabler. Document automation, client onboarding platforms, compliance monitoring systems, and data dashboards can all increase efficiency, reduce cost, and improve client experience. But technology is not a one-size-fits-all solution. Each firm has its own structure, culture, and client base. The key is diagnosis – understanding the firm’s strategy and operations – before matching technology to the right problems.

I work with directors and senior managers to design strategies that align governance, leadership, recruitment, marketing, risk management, and compliance. I also bring partnerships with technology providers and proven solutions. That means advice that is both strategic and practical – and systems that deliver results in real-world conditions.