While conditions remain more cautious than the exceptionally active markets seen in 2021–2022, hiring confidence has improved steadily across the first half of the year, particularly within funds, asset management, governance, and broader risk and compliance functions.

What continues to define the market is not necessarily volume hiring, but targeted hiring. Businesses are being highly selective, with approvals focused around commercially important, operationally critical, or transformation-led positions.

At the same time, it would be difficult to ignore the broader economic and geopolitical backdrop. Ongoing market uncertainty, political change, global conflicts, and continued pressure on costs are all contributing to a more measured decision-making environment across financial services. While confidence has improved, many firms are still balancing growth ambitions with a degree of operational caution.

A More Disciplined Hiring Environment

Across the market, organisations remain cost-conscious and process-driven. However, there is greater confidence than we saw throughout much of 2024 and early 2025, particularly amongst firms that delayed hiring decisions over the last 12–18 months.

We are seeing increased movement in:

• Fund accounting and fund operations
• Finance and regulatory reporting
• Risk and compliance
• Treasury and liquidity management
• Transformation and change roles linked to automation, reporting, and operational efficiency

There is also continued demand for professionals who can operate effectively across multiple stakeholder groups, particularly individuals who combine technical capability with strong commercial awareness and communication skills.

Talent Availability Remains Tight

Despite slightly improved candidate movement compared to last year, the market at mid to senior level remains notably short of high-quality talent.

Strong candidates continue to be selective and are rarely moving solely for compensation. The most successful hiring processes are clearly articulating:

• Long-term career progression
• Quality of leadership and culture
• Hybrid working flexibility
• Exposure to strategic projects or growth
• Stability and visibility within the organisation

Counteroffers also remain a significant factor across the Dublin market, particularly where employers have delayed salary reviews or succession planning over recent years.

One notable trend through H1 has been a continued reluctance from many professionals to move into environments perceived as overly rigid around office attendance. Hybrid working expectations have largely stabilised, with approximately three days per week in-office now viewed as the most common structure across much of the financial services market, although expectations still vary depending on sector, leadership style, and company culture.

Compensation & Benefits

Salary inflation has moderated compared to the sharp increases seen post-pandemic, but competition for top talent remains strong in specialist areas.

For high-performing candidates with in-demand experience, salary increases of approximately 10–15% when changing roles are still common, particularly where firms are competing for niche skill sets or proven industry experience.

We are also seeing benefits packages come under greater scrutiny during offer processes. Pension contributions, healthcare, bonus structures, flexibility, parental leave policies, and overall work-life balance are increasingly influencing decision making alongside base salary.

Process & Hiring Strategy Matter More Than Ever

One of the clearest themes across H1 has been the importance of hiring process efficiency.

Businesses running streamlined, well-communicated interview processes continue to outperform competitors when securing top talent. Delays in feedback, excessive interview stages, or internal indecision are still regularly resulting in candidate drop-off or lost hires.

In a market where many candidates are balancing multiple conversations simultaneously, speed, clarity, and communication remain significant competitive advantages.

Looking Ahead

As we move into the second half of the year, we expect hiring activity to remain steady across Dublin financial services, although likely still measured rather than aggressive.

Businesses that are proactive around workforce planning, succession strategy, and employee retention are generally placing themselves in a stronger position than those reacting only once hiring pressure becomes urgent.

The market remains competitive for high-calibre talent, particularly across specialist and leadership functions, and we expect flexibility, culture, and long-term opportunity to continue playing a major role in hiring outcomes throughout the remainder of 2026.

If you would like a broader market sense check, benchmarking insight, or an informal discussion around hiring trends within your sector, we would be very happy to share further perspective.

Mark Fallon
Managing Director | Coopman Search & Selection

T: +353 1 211 8333
E: mark.fallon@coopman.ie

The post Dublin Financial Services Talent Market Update – H1 2026 appeared first on Coopman.

Market Overview

Hiring activity has picked up steadily through Q1, particularly across funds, asset management, and risk and compliance functions. While this isn’t a full rebound to pre-2023 levels, there is a clear increase in headcount approvals, especially for business-critical roles.

Talent Availability

The market remains candidate-short at mid to senior levels. High-quality professionals are still cautious about moving unless there is a clear step up in scope, flexibility, or compensation. We’re also continuing to see counteroffers play a significant role in declined offers.

Compensation Trends

Salary expectations have stabilised somewhat compared to last year, but strong candidates are still securing increases of 10–15% when moving roles. Benefits and flexibility remain key differentiators, particularly hybrid working, with 2–3 days in the office now the norm.

In-Demand Skill Sets

We’re seeing the highest demand across:

• Fund accounting and fund operations, particularly with alternatives exposure
• Risk and regulatory change, including ESG and evolving EU requirements
• Finance transformation and systems, particularly around automation and reporting
• Front office support roles with strong stakeholder engagement

What This Means for Hiring

Processes that are streamlined, typically two to three stages, and well-managed are consistently outperforming competitors when it comes to securing top talent. Delays or overly complex interview processes are still leading to candidate drop-off.

If you’re hiring over the coming months, or would like a sense check on how your process or salary levels compare to the wider market, I’d be very happy to share some further insight.

Aaron Ryan
Senior Consultant | Coopman

T: +353 1 211 8333
M: +353 86 163 9797
E: aaron.ryan@coopman.ie

The post Dublin Financial Services Talent Market Update – Q1 2026 appeared first on Coopman.

One of the most significant and least discussed challenges facing compliance leadership today is not access to talent, but timing.

Across financial services and insurance, firms are increasingly exposed to a structural gap between hiring timelines and senior notice periods. The result is prolonged vacancies in critical compliance and financial crime roles, creating operational risk and productivity loss that is rarely measured with the same rigour as other business risks.

This is no longer an occasional inconvenience. It is a predictable feature of the market — and one that leadership teams must plan for more deliberately.

The Structural Disconnect

In most organisations, hiring timelines and employment contracts have evolved independently.

Typical timelines now look like this:

• 8–12 weeks from shortlist to signed offer for senior compliance roles
• 3–6 months’ notice periods at Director, Head of Function and C-suite level

In practice, this creates a vacancy window of five to nine months before a new leader is fully in seat — often longer once governance approvals, regulatory considerations, or internal decision delays are factored in.

Most firms track time-to-hire. Very few measure time-to-continuity — the period during which leadership capability is materially reduced.

That gap carries a real cost.

The Real Impact on Compliance Functions

Unlike many other disciplines, compliance cannot simply absorb prolonged leadership gaps without consequence.

Typical impacts include:

• Delayed regulatory decision-making, particularly where accountability sits with a small number of senior individuals under frameworks such as SMCR.
• Increased pressure on second-line teams, who are required to operate without clear senior ownership or direction.
• Slower implementation of regulatory change, policy development, or transformation initiatives.
• Leadership bandwidth erosion, as adjacent executives take on additional oversight responsibilities.
• Elevated reputational and operational risk, particularly during periods of regulatory scrutiny or business change.

The effect is rarely immediate, but over several months, momentum slows and risk exposure increases.

Why the Issue Is Most Acute in Senior Compliance Roles

Three structural factors amplify the problem:

Longer notice periods
Designed to protect institutional knowledge, extended notice periods reduce mobility and lengthen transition timelines.

High dependency on individuals
Senior compliance roles often hold key regulatory relationships and decision authority. Vacancies, therefore, create leadership gaps, not simply resource gaps.

Limited internal redundancy
Many organisations lack true deputies ready to step into senior positions at short notice, meaning interim solutions are improvised rather than planned.

The result is a predictable productivity vacuum that can persist for half a year or more.

Advisory Considerations: How Firms Are Managing the Gap More Effectively

Leading firms are beginning to treat compliance hiring as a continuity issue rather than a recruitment exercise. Several approaches are proving effective.

Treat Hiring as a Continuity Timeline, not a Vacancy Event

Planning typically begins when a resignation is received, by which point the clock is already working against the business.

More effective approaches include:

• Ongoing market mapping of critical compliance leadership roles
• Maintaining active relationships with specialist search partners
• Scenario planning around likely succession risks

The objective is not early replacement; it is faster, more informed decision-making when change occurs.

Use Interim Leadership as Planned Continuity

Interims are often viewed as reactive or expensive solutions. In reality, they can be one of the most effective tools for protecting productivity during extended notice periods.

Used strategically, interim compliance leaders can:

• Maintain regulatory and governance momentum
• Provide stability for internal teams
• Allow permanent hiring decisions to be made thoughtfully rather than under pressure
• Reduce risk exposure during transition periods

The cost of interim support is frequently lower than the cumulative cost of delayed decision-making or stalled regulatory initiatives.

Build Structured Overlap Where Risk Is Highest

Where possible, firms should consider planned overlap between outgoing leadership, interim cover, and incoming hires.

Even limited transition periods can:

• Preserve institutional knowledge
• Accelerate stakeholder confidence
• Reduce ramp-up time for new leaders
• Prevent decision bottlenecks during change

In highly regulated environments, this overlap can materially reduce operational risk.

Strengthen Internal Leadership Cover

Succession planning in compliance is often conceptual rather than operational.

Organisations that manage transitions most effectively:

• Identify potential deputies early
• Broaden exposure to senior decision-making
• Use periods of change as development opportunities rather than emergency cover

This does not remove the need for external hiring, but it significantly reduces dependency on any single individual.

The Mindset Shift

The key shift for leadership teams is to recognise that vacancy cost is not simply salary saved.

The greater cost sits in:

• Lost momentum
• Delayed strategic initiatives
• Increased regulatory risk
• Leadership distraction and team fatigue

In compliance, vacancies should be treated as foreseeable operational risks rather than isolated hiring challenges.

What Leading Firms Are Doing Differently

Across the market, the most resilient organisations are:

• Treating compliance succession as part of risk management, not just HR planning
• Using interim leadership proactively to protect continuity
• Measuring impact in terms of productivity and decision flow, not only time-to-hire

These firms are not necessarily hiring faster; they are managing transitions more intelligently.

Final Thought

Notice periods are unlikely to shorten, and hiring timelines are not materially compressing. The gap between the two is now a permanent feature of the compliance hiring landscape.

The question for leadership teams is no longer how quickly they can replace key individuals, but how effectively they can maintain continuity while they do so.

Firms that plan for this reality will be better positioned to maintain regulatory confidence, protect productivity, and sustain strategic momentum.

The post The Growing Gap Between Time-to-Hire and Notice Periods in Compliance & Financial Crime appeared first on Coopman.

Matrescence.

For some in the room, it was the first time hearing it. For others, it was a quiet moment of recognition. A word that articulated something deeply familiar but rarely named.

The identity shift.
The internal recalibration.
The sense of losing yourself and rebuilding in the same breath.
The ambition that remains, even when confidence wobbles.

On the night, we were speaking within the context of one industry. Yet what Fiona touched on reaches far beyond any single sector. The transition into motherhood is universal. The misunderstanding of it is widespread. And the consequences of that misunderstanding show up in workplaces everywhere.

There was much we did not have time to explore that evening. And the more we reflected on Fiona’s perspective, the more it felt like a conversation that deserved space of its own. As International Women’s Day approaches, it felt right to return to that moment. To go deeper. To develop the conversation that began on the panel and examine what truly changes when organisations understand matrescence properly.

This week, Christine Jones sat down with Fiona Fox to do exactly that.

“Matrescence Is Becoming a Mother”
Q: For those who may not have come across the term before, what is matrescence?

Matrescence is the transition of becoming a mother. The term was first coined by medical anthropologist Dana Raphael in the 1970s to describe the profound identity shift women experience during this transition. It encompasses the physical, emotional, psychological, societal and professional changes that happen when you become a mother; for some that is when you see the two lines on a pregnancy test, when a baby is placed in your arms, or when you adopt a child into your home.

The simplest way to understand it is by comparing it to adolescence. During adolescence, your body changes, your hormones change, your identity shifts and the way the world sees you changes. It is a profound developmental transition. The difference is that adolescence is documented and supported. We know what is happening. The people around us know what is happening.

With matrescence, most women do not have that language. I did not know what I was going through until my daughter was a year and a half old. The people around me did not know either. That lack of awareness is where the friction happens.

When you do not have the words for what you are experiencing, it can feel destabilising. But what women are going through is normal. It is messy, complicated and sometimes turbulent, but it is normal.

Naming it reduces fear. Normalising it changes everything.

The Silence Around It
Q: Why do you think matrescence is still not widely understood?

There is still a strong cultural expectation that motherhood should “come naturally”. Women are expected to parent like they do not work and work like they do not have children. That tension is rarely acknowledged.

The lack of awareness is not just organisational. It is societal. It is generational. It is internal.

When I work with managers, I ask them to imagine going through adolescence without knowing what adolescence is. You would feel unsettled. You might think something was wrong with you. That is what happens with matrescence. Women are going through enormous internal and external shifts without shared understanding. Once you normalise it, the fear and self-doubt soften. That understanding creates space for self-compassion.

“I Feel Like I’ve Lost Myself”
Q: Many high-achieving women describe feeling like they have lost themselves after becoming mothers. Why does that happen?

That feeling is part of matrescence.

There is a quote I love that says “everyone tells you that you will meet your baby for the first time, but nobody tells you that you will also meet a new version of yourself.”

Women who have built strong careers often did so through enormous commitment of time and energy. That way of operating may not be sustainable at the next stage of life. There can be grief for the old version of yourself. But what I see repeatedly is not a loss of ambition. It is evolution.

Motherhood is one of the greatest learning environments you will ever experience. It builds resilience, perspective, prioritisation skills and emotional intelligence. With the right support, women return more intentional and more focused.

You are not losing yourself. You are becoming a more expansive version of yourself.

The Maternal Wall
Q: You spoke previously about the maternal wall. What does that look like in practice?

The maternal wall is where assumptions are made about mothers, often with good intentions. For example, someone might assume “oh she has to do a five o’clock pickup, so we will not invite her to that meeting.” Or “she probably does not want the pressure of that promotion right now”.

Those small assumptions compound over time. Six months later, she may not have had exposure to key projects. When promotion conversations happen, she does not have the experience that was quietly withheld.

Women can begin to feel capped off professionally, even though their ambition has not diminished. There is no ambition gap. There is an awareness and support gap.

Confidence, Ambition and Performance
Q: How can matrescence impact confidence and ambition in high-performance environments?

When matrescence is unsupported and unacknowledged, it can absolutely impact confidence. But I often question whether it is the transition itself that erodes confidence, or whether it is the lack of understanding around it.

When women understand what is happening and are properly supported, matrescence can actually strengthen confidence. Women returning from maternity leave are often deeply motivated. They are intentional about their time. They are clear about why they are at work and why they need to be home.

They make their time count.

The transition is not subtractive. It can be additive.

Why This Matters to Organisations
Q: Why should organisations see matrescence as a strategic issue rather than a personal one?

Because we show up to work as whole people.

Research from the 30% Club in 2025 found that up to 40 percent of working parents are considering leaving their roles due to a lack of support. That is a significant talent risk.

These are high-performing, invested professionals. If organisations ignore matrescence, they risk losing crucial talent, reducing engagement and damaging culture.

The CIPD reported that 66 percent of parents would take a pay cut to work somewhere that supports working parents. That tells you how much this matters. There is a genuine opportunity here. When organisations support women well during this transition, they gain loyal advocates and exceptional performers.

You give support. You gain exponentially.

Beyond Policy
Q: What does meaningful support from organisations look like in practice?

Support needs to go beyond logistics.

Managers are pivotal. Seventy percent of an employee’s experience at work is shaped by their relationship with their manager (Gallup).

Leaders need to understand matrescence and unconscious bias. They need to know how to communicate with care. They need to recognise and counteract the maternal wall.

At Fox Co, the gold standard is supporting both parents and managers. Managers are the driving force behind the employee experience, yet many feel they have the right intentions but not the tools to navigate such a significant transition. Through initiatives like our THRIVE Manager Experience, we focus on equipping managers with the awareness and practical skills to support parents through this stage

Maternity coaching can be transformative. Having a dedicated space to process identity shifts, confidence questions and career decisions during this time is incredibly powerful.

The most effective support happens across the whole transition, before leave, during leave and after return, helping women reflect on their identity, reconnect with their ambition and navigate the practical realities of returning to work.

When that space exists, women return with greater clarity, confidence and intention about how they want to show up in both their careers and their lives.

For Women Navigating This Now
Q: What would you say to women currently feeling overwhelmed?

First, it is normal.

Second, overwhelm is often a sign of being under-resourced. Where can you get support?

We often forget that we are the engine of our families and our careers. Yet we allow that engine to run on empty. To show up as the parent, partner and professional we want to be, we need fuel. Energy. Joy. Rest. Growth. Space. Refuelling that engine is not selfish. It is necessary.

Start small. Ask yourself what is one small thing you could do this week to give yourself energy or joy.

A Final Reflection

If Fiona could leave organisations with one reflection, it would be that; when organisations understand matrescence properly, they do not lose talent, they develop stronger, more intentional leaders.

As the great Serena Williams said:

“Having a child does not make you less competitive. It gives you a new reason to win.”

There is no ambition gap. There is a support, understanding and awareness gap.

This International Women’s Day, the opportunity for organisations is clear. Give the support and gain the rewards.

Recognise the transition. Support it properly. And watch what happens next.

Understanding matrescence is not simply a wellbeing conversation. It is a talent and leadership conversation.

For organisations seeking specialist guidance on parental transitions, Fiona Fox can be contacted at fiona@foxco.ie or via www.foxco.ie.

If you would like to discuss how this connects to talent strategy within your organisation, the Coopman team would be pleased to continue the dialogue.

The post International Womens Day 2026: In Conversation with Fiona Fox appeared first on Coopman.

According to the latest Labour Force Survey data, approximately 956,700 people were recorded as working from home in the final quarter of 2025. This represents a modest quarterly decline of 1.6 percent. At the same time, the number of people attending their workplace rose to approximately 1.86 million, returning to levels broadly in line with late 2019.

While the headlines point to a shift back towards the office, the wider context is important. The number of people working remotely remains significantly higher than pre-pandemic levels. Hybrid working is no longer an exception in the Irish labour market. It is an established feature of how many organisations now operate.

At Coopman, we see this reflected across financial services firms..

Many organisations are formalising clearer in-office expectations, commonly three to four days per week. Leaders often reference collaboration, mentorship, regulatory oversight and culture as key drivers behind structured office presence.

At the same time, flexibility continues to influence hiring and retention decisions. For many professionals, hybrid working supports better integration of work and personal responsibilities. It can broaden participation, widen access to opportunity and allow employers to tap into talent pools that may otherwise be constrained by location or caring commitments.

This creates a genuine balancing act.

Structured office presence can strengthen learning, knowledge transfer and team cohesion. Flexible arrangements can enhance inclusion and long-term retention.

In 2026, the conversation is less about choosing one model over another and more about designing working frameworks that support both performance and access to talent.

From a recruitment perspective, clarity matters. Firms that communicate expectations transparently and apply them consistently are navigating the evolving landscape most effectively.

The office is reasserting its role. Flexibility remains embedded. The organisations that understand both dynamics will be best positioned to compete for talent in a competitive market.

If you would like to discuss how evolving working models are impacting hiring and retention across financial services in Dublin, please contact Managing Director Mark Fallon at mark.fallon@coopman.ie.

The post Back to the Office? What the Latest CSO Data Really Shows appeared first on Coopman.

While the commercial upside of M&A is clear – scale, distribution, recurring revenue, and enhanced client propositions — the regulatory and financial crime implications are often underestimated.

In Financial Services, growth through acquisition doesn’t just expand AUM. It expands risk, which ultimately requires the right personnel and talent to navigate effectively and efficiently.

Regulatory Permissions & SMCR: The Day-One Risk

When firms merge or acquire, regulatory permissions under the Financial Services and Markets Act must align with the new business model. Changes to controlled functions, reporting lines, or responsibilities require careful consideration under the Senior Managers & Certification Regime (SMCR).

Key considerations:

• Do Statements of Responsibilities need to be rewritten?
• Is there a change in Prescribed Responsibilities?
• Will new Senior Manager approvals be required?
• Is there a risk of temporary governance gaps?

The FCA expects seamless oversight during transition. “Integration phase” is not a regulatory defence.

Financial Crime Exposure: The Hidden Inheritance

An acquisition doesn’t just bring clients — it inherits historic AML frameworks, onboarding standards, sanctions screening quality, and transaction monitoring effectiveness.

Common risk areas include:

• Legacy CDD and EDD quality
• Inconsistent PEP and sanctions screening methodologies
• Varying risk appetite statements
• Weak ongoing monitoring processes
• Introducer and third-party risk

In Wealth and Advice, complex client structures, offshore elements, and high-net-worth exposure can amplify risk.

Buyers should assume that harmonising financial crime frameworks will require both remediation and uplift — often at pace, requiring the necessary structure and head counts in these teams.

Consumer Duty & Conduct Risk Alignment

Since its inception, Consumer Duty has fundamentally raised expectations around client outcomes. Acquiring firms must ensure:

• Charging structures are fair and defensible
• Legacy advice models meet outcome testing standards
• Vulnerable client frameworks are consistent
• Product governance frameworks align

If two firms have different interpretations of “good outcomes,” integration risk escalates quickly.

Data, Reporting & Operational Resilience

M&A often exposes fragmented systems:

• Different CRM platforms
• Separate monitoring tools
• Inconsistent MI reporting
• Weak data lineage

Regulatory reporting, complaints tracking, and breach identification can become blurred during transition.

Having those experienced in mapping operational resilience is a must to reflect the new combined entity — not just legacy structures.

The Talent Implication: Compliance Cannot Be an Afterthought

This is where many end up underestimating the reality and the resourcing impact into compliance when exploring a deal and M&A activity will typically create one (or more) of the following pressures:

• Increased monitoring workload
• Remediation projects
• SMCR restructuring
• Policy harmonisation exercises
• FCA engagement and notification management
• Backlog clearance in onboarding or reviews

In many cases, headcount requirements emerge 3–6 months post-completion — once the operational reality becomes clear.

Proactive firms ensure they have the correct senior talent and leadership to build compliance resource planning into deal modelling, not as a reactive measure following regulatory pressure. An effective way we’ve seen this being managed is in the form of contractors and interim management, those who will provide immediate impact and support to a business’ permanent resources.

If any of the above resonates, is part of your strategy, or already underway, I’m always open to a confidential conversation to explore where compliance capability may need strengthening and share insights of how others are approaching the current fight for talent in a crowded market.

To discuss anything in this article or how we can support, please reach out to shane.cassidy@coopman.uk for more information.

The post M&A in Wealth & Financial Advice: Building a Resilient Compliance Recruitment Strategy appeared first on Coopman.

As regulatory scrutiny continues to intensify, the SMF16/17 role in London has become materially more exposed. The FCA is now placing greater emphasis not only on frameworks and policies, but on individual judgement, decision-making, and the ability to evidence proportionality in practice.

For foreign and emerging market banks, which often operate with lean compliance teams, complex cross-border governance, and heightened financial crime risk, the appointment of a Head of Compliance & MLRO is no longer a functional requirement. It is a strategic hire that directly shapes regulatory credibility, supervisory outcomes, and long-term licence sustainability.

This guide draws on current market observations to help London-based foreign banks navigate today’s SMF16/17 hiring landscape and make a resilient, defensible appointment.

Understanding Today’s Market for SMF16/17 Talent

A tightening talent pool: The London market continues to see strong demand but limited supply of senior compliance leaders with:

• Direct FCA interaction experience
• Strong financial crime expertise (MLRO depth, not just oversight)
• Experience in smaller or foreign banks, where roles are hands-on
• Understanding of cross-border risk frameworks

While mid-sized UK banks and fintechs have entered the competition for similar skill sets, foreign banks face additional challenges: the role typically demands broad coverage, often with leaner teams and more personal accountability.

Candidate expectations have shifted

Top-tier compliance leaders today look for:

• A clear mandate and independence
• Direct Board access
• Investment in systems and headcount
• Reasonable expectations around responsibility creep

Where these are unclear, the best candidates disengage early.

The Core Capabilities of an Effective Head of Compliance & MLRO

Technical & Regulatory Leadership

Your ideal candidate should demonstrate:

• Mastery of FCA regulations (SYSC, COND, MLRs, COCON, DISP)
• Confident handling of FCA supervisory interactions and thematic reviews
• Ability to design and embed a proportionate compliance framework
• Expertise in financial crime (AML, sanctions, fraud, transaction monitoring)

Tip: Candidates who have operated in both UK and international markets often bring better perspective on proportionality and practical risk management.

Strategic Business Partnering

Foreign banks must avoid hiring someone who “just monitors and reports”. The role now requires:

• Translating regulatory requirements into commercial impact
• Working collaboratively with business heads, credit teams, and treasury
• Proactively anticipating regulatory change, not just reacting to it

Leadership in Lean Environments

Many foreign banks operate with teams of 1–10 in compliance. This requires someone who can:

• Be hands-on and willing to roll up their sleeves
• Build scalability through smart tooling
• Maintain independence while fostering collaboration

Cultural Alignment

This is consistently the biggest predictor of success in foreign banks. Strong hires tend to be:

• Pragmatic rather than overly bureaucratic
• Comfortable navigating cross-border headquarters
• Skilled communicators with diverse stakeholder groups

Best Practices When Hiring Your Next SMF16/17

Define a clear regulatory mandate early

Ambiguity on responsibilities is one of the biggest barriers to attracting senior talent. Before going to market, ensure clarity on:

• What “good” looks like in the first 12–24 months
• The level of autonomy the Head of Compliance will have
• Whether the MLRO duties are standalone or combined
• Reporting lines (local CEO vs global compliance vs Board)

A clear role profile significantly increases candidate engagement.

Benchmark compensation and seniority accurately

The market for Heads of Compliance & MLRO in foreign banks typically sits between:

• £140k–£200k base salary
• 20–40% bonus
• SMF responsibility uplift (increasingly common)

Candidates with strong FCA and financial crime experience often command the upper range.

Move decisively – Top candidates exit the market quickly

Senior compliance leaders rarely conduct long job searches; they move when the right opportunity appears. A streamlined process should include:

1. Initial Introductory call (30-60 mins)
2. Technical assessment with CEO/Board
3. Case study or scenario-based discussion
4. Final meeting with global or regional stakeholders

Delays past 3–4 weeks significantly increase drop-off rates.

Present the opportunity, not just the responsibilities

The highest-calibre candidates want to understand:

• Influence on strategy and governance
• Access to Board and ExCo
• Support from global stakeholders
• Investment in tooling and controls

A compelling narrative turns a compliance vacancy into a strategic career move.

Conduct thorough referencing

For SMF hires, rigorous referencing is essential. Best practice includes:

• Back-channel market references (where appropriate)
• Verification of FCA interactions
• Assessment of leadership style
• Review of past enforcement themes or supervisory scrutiny

Red Flags When Assessing Potential Heads of Compliance / MLROs

Be cautious of candidates who:

• Emphasise policy writing but lack real oversight experience
• Avoid discussing interactions with the FCA
• Struggle to articulate proportionality for smaller or foreign banks
• Cannot provide examples of building or uplifting frameworks
• Cannot demonstrate personal accountability and decision-making

Why Many Foreign Banks Benefit from a Retained Search Approach

Retained search is now the preferred method for senior compliance hires because:

• These roles require discreet, targeted headhunting
• The best candidates are passive, not applying to job ads or LinkedIn
• A specialist firm can map the market quickly and approach candidates confidentially
• It ensures consistency in messaging, screening, and process management
• Foreign banks, in particular, benefit from a partner who understands the nuances of cross-border governance, proportionality, and the FCA’s evolving expectations.

Closing Thoughts: Getting the SMF16/17 Hire Right

The Head of Compliance & MLRO is not just a functional requirement for London branches and Subsidiaries they are a strategic asset who protects the bank, enables growth, and defines your regulatory credibility with the FCA. In a market where supply is tight and expectations are rising, foreign banks that invest early in clarity, process, and partnership consistently make stronger hires.

To discuss your Compliance and Financial Crime workforce planning or benchmark your London team’s structure, contact William McCoppin, Managing Director, at william.mccoppin@coopman.uk.

The post Hiring Your Next Head of Compliance & MLRO (SMF16/17): A Practical Guide for Foreign & Emerging Market Banks in London appeared first on Coopman.

At Coopman Search & Selection, we work closely with firms navigating these pressures. As firms scale, compete, and adapt to new rules, many are reassessing the skills they need to remain compliant, resilient, and commercially agile right now and going into 2026.

Regulatory Pressures Shaping Demand

Financial Crime & Fraud Prevention

The introduction of the Failure to Prevent Fraud (FTPF) offence is reshaping expectations around fraud risk management. FTPF requires firms to have “reasonable procedures” to prevent fraud committed by employees, agents, or those working on their behalf.

Based on available data:

• 72% of Payments/FX firms report they have updated fraud risk assessments in the last 12 months.
• 49% say FTPF has increased expected headcount within the next year.

Already we’ve seen a sharp increase in demand for specialist in this area, with the following roles being some of the notable movers:

• Fraud Framework Leads (+34% YoY)
• Fraud Strategy/Data Analysts (+29% YoY)
• Financial Crime Advisory (Fraud Integration) (+22% YoY)

Safeguarding & Prudential Expectations – CASS 15

The FCA’s CASS 15 regime for payment services is a major development aimed at ensuring proper safeguarding of customer funds. This has led to a huge numbers of firms  needing to upgrade safeguarding reconciliation requirements, documenting risk frameworks around operational and liquidity risk and introducing more robust governance reporting and senior manager accountability.

Since the finalisation of this:

• Approximately 63% of EMIs/PIs have initiated safeguarding framework upgrades
• 41% of firms experienced regulatory queries linked to safeguarding in the last year
• 1 in 5 firms surveyed indicated that CASS/safeguarding gaps were a high or critical risk on board MI

The supply of CASS SMEs remains extremely low, with reports suggesting that for every ten open roles, there are approximately three suitable candidates available. The in demand areas of focus are

• Head of CASS/ Safeguarding (+38% YoY)
• Prudential Risk & Liquidity Analysts (+19% YoY)
• Operational Finance/Reconciliation experts (+25% YoY)

These shortages have driven up the market value of those candidates with SMF16/17, or equivalent, experience who are confident in navigating early-stage/scaling firms with the development of safeguarding frameworks, as well as the provision of regulatory and anti-financial crime advice.

What Firms Can Do To Be More Proactive in Securing Top Talent

Strengthen Your Employer Proposition

• Provide clear career progression—this is a major differentiator against banks and investment firms
• Highlight flexible working, which remains a top priority in the sector
• Offer visibility and influence for technical experts, not just senior leaders
• Demonstrate commitment to regulatory maturity; candidates avoid firms with chaotic compliance

Be Strategic About Hiring Ahead of Regulation

Instead of reactive hiring during regulatory pressure:

• Build talent pipelines for CASS, safeguarding, and fraud roles
• Consider interim specialists during remediation or regulatory change
• Invest in internal upskilling, especially in CASS and fraud frameworks- over a third of firms have begun cross-training staff in CASS, Fraud, or AML to compensate for shortages.

Improve the Speed & Structure of Hiring Processes

Top compliance and risk candidates move fast; firms should:

• Avoid long interview chains or vague role scopes- firms with <3 interview stages fill roles 40% faster.
• Provide clear feedback loops
• Use practical assessments only where they add value- dropping “assignment-based” tasks reduces candidate fallout by 30%

Conclusion & Outlook for 2026 – What the Data Suggests

Based on current hiring, regulatory and market behaviour regulatory headcount demand in Payments/FX is expected to grow another 12–18% next year, with FTPF and CASS being two of the largest driving forces behind this. As always, firms with strong governance and resilience maturity will remain more attractive to senior talent which can be the real differentiator when looking to hire specialist roles across compliance which do come with a limited market supply.

To discuss your workforce planning or benchmark your London team’s structure, contact Shane Cassidy, at shane.cassidy@coopman.uk.

The post FX and Payments Regulatory Update appeared first on Coopman.

The UK investment and wealth-management sector is experiencing one of the most demanding regulatory periods in recent memory. For leaders responsible for compliance and financial crime functions, this translates directly into increased pressure on headcount, specialist capability, and operational resilience.

At Coopman Search & Selection, we work closely with firms navigating these pressures. Rather than advising on internal regulatory frameworks, this article examines the talent, organisational and resourcing implications of the major compliance and financial-crime challenges facing Private Investment and Wealth Management firms today.

The Evolving Regulatory Landscape: What’s Driving Talent Demand?

The FCA’s continued focus on financial crime through to 2030, combined with more complex AML, sanctions, fraud and source-of-wealth expectations, is reshaping the skillsets firms now require.

Consolidation across the wealth sector is also intensifying demand for leaders who can manage governance uplift, integration, and change.

What this means for talent and resourcing:

• Firms increasingly need experienced financial-crime and compliance professionals who can translate regulatory expectations into practical execution.
• The “second line” is facing heavier scrutiny, elevating the need for individuals who are comfortable interacting with the regulator and managing board-level engagement.

• Off-the-shelf solutions are no longer sufficient; firms require people who can shape and tailor frameworks to match complex client and product sets.

Core Risk Areas Driving Recruitment Needs

The following risk areas are not just regulatory talking points—they are the areas where we see the highest demand for specialist talent.

Source-of-Funds / Source-of-Wealth (SoF/SoW)

A consistent area of regulatory concern, especially for firms serving HNW individuals, offshore structures, and complex ownership chains.

Resourcing impact: Demand is rising for onboarding specialists, CDD/EDD analysts and experienced financial-crime SMEs who can challenge information, document rationale and make judgement- based decisions.

These 1LoD functions haven’t typically required much by the way of external support for one off

hires in this space, with a lot of talent available in the market. Where it has been needed is for quick- turnaround, project focused, statements of work needing multiple SMEs at once.

Fraud, Scams and Investment Abuse

With fraud typologies evolving rapidly—AI-enabled impersonation, APP fraud, and cloned investment products—firms need people who understand both wealth-client behaviour and emerging criminal methodologies.

Resourcing impact: Growth in demand for fraud-risk leads, investigation professionals, and data- driven analysts.

Sanctions, PEPs and Geopolitical Exposure

More complex client profiles mean firms require individuals who can interpret changing sanctions regimes and manage high-risk client escalations.

Resourcing impact: A sharp increase in hiring for sanctions specialists, screening-framework managers, and advisory-focused compliance managers.

Governance, Resourcing and Operational Resilience

Consolidation across the sector has created pressure on governance models and second-line capacity.

Resourcing impact: Demand for experienced heads of compliance/MLROs, integration specialists, and professionals who can scale control environments post-acquisition.

Internal Hiring vs External Consultants: A Recruitment-Led View

Rather than advising how firms should structure their frameworks, we focus on recruitment considerations when deciding whether to grow in-house capability or engage external specialists.

Building Internal Teams

Most effective when firms need:

• Deep business knowledge
• Consistent oversight
• Long-term ownership of controls

Recruitment challenges include:

• A competitive market for talent with niche expertise
• Rising salary expectations for experienced compliance leaders
• Retention of specialist roles such as sanctions SMEs, financial-crime investigators, or governance experts

Using External Consultants or Interim Specialists Most effective when firms need:

• Niche skillsets for project work (M&A integration, remediation, technology roll-outs)
• Short-term scale
• Independent reviews or uplift activities

Recruitment considerations include:

• Ensuring consultants have sector-specific experience
• Integrating contractors with internal teams
• Maintaining knowledge transfer once the engagement ends

How Firms Are Deciding

Across our client base, we see a trend toward hybrid models—a core in-house team supported by

specialist interims or consulting partners on high-impact work. Talent planning now requires a clear understanding of what the firm wants to own internally versus where flexibility is more valuable.

Practical Talent & Organisational Priorities for Senior Leaders

Instead of regulatory guidance, the following focuses on recruitment, capability and workforce planning, which is where Coopman clients typically seek support:

• Assess skills gaps across sanctions, fraud, onboarding, governance, investigations and
• Evaluate workload vs headcount, ensuring teams are not overstretched in high-risk
• Determine which capabilities need permanent ownership and which can be managed via interims or specialist consultants.
• Ensure succession planning for SMF roles, deputies, and high-impact
• Benchmark remuneration and market competition—especially important in a tight market for experienced compliance professionals.
• Identify talent needs early during mergers, platform acquisitions or business expansion, where uplift is often required across onboarding, monitoring and governance.

Conclusion

The regulatory environment for wealth-management and private-investment firms is becoming more complex, but the most significant impact is on people, capability and capacity.

To remain resilient, firms will need teams—internal or external—that can keep pace with regulatory expectations, manage increasing risk, and support sustainable growth. As specialist recruiters in this field, Coopman Search & Selection works with firms to understand these pressures and build the compliance and financial-crime teams required to meet them.

To discuss your workforce planning or benchmark your London team’s structure, contact Shane Cassidy, at shane.cassidy@coopman.uk.

The post Navigating the Rising Compliance & Financial Crime Pressures in UK Private Investment & Wealth Management appeared first on Coopman.

For international banks across EMEA, APAC, LATAM, and North America, the challenge extends beyond regulatory compliance. It’s about building fit-for-purpose teams capable of navigating cross-border regulatory expectations, driving operational efficiency, and enabling sustainable growth within an increasingly stringent governance landscape.

Local Accountability Meets Global Oversight

The UK regulatory landscape has become more assertive in its expectations of foreign banks. The FCA’s emphasis on SMCR, Consumer Duty, and Financial Crime Oversight applies equally to overseas firms, regardless of where decision-making sits.

As a result, banks are rethinking how they structure their UK Compliance and Financial Crime functions.

We’re seeing growing momentum toward:

• Strengthening local compliance presence to demonstrate independence from head office
• Establishing clear local governance frameworks that align with group policies but satisfy UK regulatory standards
• Upskilling locally based teams to reduce over-reliance on offshore advisory or monitoring

Workforce planning in 2026 will need to ensure local capability, not just local representation.

Balancing Lean Operating Models with Regulatory Expectation

Foreign banks in London often operate leanly, particularly in compliance and risk functions, relying on the group for subject matter expertise.

But with the FCA and PRA increasingly focused on substance over structure, firms are under pressure to review whether existing team sizes and skill sets are sustainable.

Strategic workforce plans should assess:

• Whether current coverage models allow for sufficient oversight and escalation routes
• How to use Interim or Project Resource to manage regulatory change or remediation peaks
• The viability of co-sourced or managed service solutions for AML, monitoring, and surveillance

Efficiency will remain key, but the regulator’s tolerance for “remote oversight” will continue to narrow.

Strengthening Financial Crime Capability

Financial crime risk continues to dominate supervisory agendas, particularly for banks linked to higher-risk geographies or trade corridors. The UK’s evolving AMLA framework, sanctions complexity, and cross-border data challenges all demand deeper expertise on the ground.

For 2026, foreign banks are prioritising:

• Hiring experienced MLROs and deputy MLROs with UK regulatory exposure
• Building first-line financial crime ownership, not just second-line monitoring
• Investing in training and culture programmes to meet SMF17 and governance expectations

A robust Financial Crime function appropriately resourced, with clear escalation lines to UK senior management, will be a defining marker of regulatory readiness.

Developing Future-Ready Talent

Competition for compliance professionals with international bank experience remains fierce. The most in-demand talent blends local regulatory understanding with cross-border communication and cultural fluency.

Workforce planning for 2026 should therefore include:

• Succession pipelines for key SMF and deputy roles
• Structured career paths to retain mid-level employees
• Targeted training in technology, AI, and cross-border risk management

Proactive investment in development and retention will reduce costly turnover and ensure continuity during regulatory scrutiny or audits.

Embedding Workforce Planning into Risk and Strategy

The most successful international banks are now embedding workforce planning directly into their risk management and governance frameworks.

Rather than viewing headcount as an annual budgeting exercise, they treat workforce design as a strategic tool for regulatory credibility and business sustainability.

Best practice includes:

• Regularly mapping compliance and financial crime capabilities against business growth plans
• Integrating HR, Compliance, and COO functions into workforce planning committees
• Benchmarking staffing ratios against peers and supervisory expectations

This approach aligns people strategy with regulatory resilience – crucial in an environment where resource adequacy is a recurring FCA question.

Conclusion: Local Capability, Global Credibility

For any International, Emerging Market and Foreign Banks operating in London, 2026 workforce planning is about balancing lean, cost-effective teams while meeting heightened local accountability.

Those who invest now in the right structure, skills, and succession planning will not only satisfy regulatory expectations but will also be best placed to navigate regulatory change confidently and operate with lasting stability in the UK market.

To discuss your Compliance and Financial Crime workforce planning or benchmark your London team’s structure, contact William McCoppin, Director, at william.mccoppin@coopman.uk.

The post Workforce Planning in Compliance and Financial Crime in 2026 appeared first on Coopman.