The Practitioner Library
Running the bank’s side of a Section 166
Why bank-side response programmes fail so predictably — and what a well-run one actually does differently from day one.
In three parts: why the industry builds while it delivers and calls it agility, what the firm-side programme owes its board, and the ACON delivery system built on those principles. The illustrated edition carries the full diagram set — the cost iceberg, the six failures, the first 30 days and the two-stage gate model.
Delivering remediation after the review
The companion paper — the programme that decides whether the Section 166 ever really ends. The seven missteps that stall remediation, the closure pack, and verification treated as measurement rather than negotiation.
The cost arithmetic
The same programme, priced three ways — the published skilled-person fee, the invisible firm-side cost, and where the overrun actually comes from. An illustrative 20-month programme, line by line.
Inside the system
The golden-source workbook and its six back-end plug-ins — how one dataset serves the bank, the skilled person and the FCA without re-keying, and the six gates the programme runs to.
Two working instruments built from the papers — answer a handful of questions and get a personalised read-out on screen. Both run entirely in your browser: nothing you enter is stored or sent anywhere. Registration only unlocks the full written reports.
Could you answer the ten board questions?
The ten questions a board should ask in week one — answered in two minutes, scored out of ten, weakest points named.
TAKE THE QUIZ →The first 30 days: how ready are you?
Fifteen statements across the five day-one decision areas. A red/amber/green readiness report, and your single biggest exposure named.
SCORE IT →Practitioner notes between papers — delivery lessons, programme design, and the occasional strong opinion. Follow along for the thinking as it happens.
“We’ve got a Target Operating Model.” Have you — or have you got a very expensive concept drawing? The moment someone quietly asks: “…but how does the work actually flow?”
Regulatory remediation isn’t typical. Your strategist shouldn’t be either — the right people for complex change see things others don’t, and can’t unsee a broken system once they’ve noticed it.
“We urgently need this added to the MI — by tomorrow.” The fastest way to lose programme confidence in MI isn’t slow delivery — it’s fast without alignment.
You asked about team structure and managing silos: before the org chart, be clear on the What, Who, When and How — and never underestimate the MI, reporting and data teams.
Nothing exposes weak team design faster than a regulatory programme — it moves fast, cuts across the organisation, and leaves very little room for “learning as we go”.
What’s moving in supervision, redress and remediation — hand-picked, dated, refreshed with each library update.
Lorem ipsum dolor sit amet, consectetur adipisicing elit. Autem dolore, alias, numquam enim ab voluptate id quam harum ducimus cupiditate similique quisquam et deserunt, recusandae.
Lorem ipsum dolor sit amet, consectetur adipisicing elit. Autem dolore, alias, numquam enim ab voluptate id quam harum ducimus cupiditate similique quisquam et deserunt, recusandae.