Generative AIThe generative enterprise: making decisions before chasing demos
Moving from pilots to enterprise grade AI calls for a different operating model and tighter data governance than most organisations have today.
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Omnisight Ltd · Senior Advisory
Clarity in complexity.
Execution with precision.
We work with boards and executive teams when the stakes are high and the path forward is not yet obvious. Our partners have spent careers inside banks, regulators, technology businesses and operating teams, and we stay with you from the first conversation through to the change running in business as usual.
A senior practice across five disciplines
Strategy
Financial Services
Technology & AI
Cyber & Resilience
Regulatory Advisory
i.How we work with you
We work at the point where strategy meets the moving parts of your organisation, and we stay until the change is running.
Our work goes beyond the recommendation. We design the decision rights, processes, evidence standards and reporting that turn a strategy into measurable outcomes your teams can sustain.
i.
Senior led engagement
The people you brief are the people who do the work. You speak with partners who have led the same kind of transformation themselves, and they remain accountable through delivery.
ii.
Evidence based design
Our recommendations are grounded in operational data, customer behaviour and what regulators will actually accept. We test our thinking through pilots, scenario walkthroughs and calibrated sample reviews before we commit.
iii.
Built to be embedded
We hand over execution plans your teams can actually run. Clear ownership, transferred capability, and a model designed to keep performing long after we have gone.
ii.Core capabilities
Our five practices, designed to work together.
Each practice is led by senior practitioners with direct industry experience, and most of our engagements draw on two or more.
Practice
Digital and AI Strategy
Use cases, governance and a roadmap your board can stand behind.
Practice
Cybersecurity and Risk
Zero trust, DORA and NIS2 resilience, identity first control design.
Practice
Financial Services Advisory
Core banking, payments, AML and KYC, operational resilience.
Practice
Performance Improvement
Operating model redesign and a sharper view of cost to serve.
Practice
Governance, Risk and Compliance
Board governance, risk frameworks and compliance operating models.
Five disciplines, one accountable team.
Most consultancies hand you a specialist for each problem and leave you to stitch the answers together. We do the opposite. The practices you see here are run by partners who work as a single team, so the recommendation already holds up against the regulator, the technology estate and the operating model at the same time.
Strategy & AI
Cyber & Resilience
Financial Services
Performance
Governance, Risk & Compliance
iii.How we work
From the first conversation to a business that runs on its own.
Our approach follows a familiar five-step rhythm. The work feels different at each stage, but the same senior team carries the engagement from start to finish.
01
Diagnose
We listen carefully, walk your operations and ground our view in the data.
02
Frame
We agree the outcomes that matter, the risk appetite, and where the real trade-offs lie.
03
Design
We shape the operating model, processes, evidence standards and governance together with your team.
04
Test
We pilot, run scenarios and calibrate, so the design proves itself before you commit fully.
05
Embed
We transfer capability, build the management information and hand the work over for confident business as usual.
iv.Outcomes that matter
The kind of results our clients tell us about.
Indicative ranges from past engagements across financial services, public sector financial authorities and high growth technology.
30 to 50%
Reduction in repeat regulatory findings
2 to 3×
Faster issue escalation and closure
20 to 35%
Lower cloud spend post FinOps
40%+
Lift in deployment frequency post platform
v.Latest thinking
All insights →
Recent perspectives from our practice.
· Start a conversation
Working through a complex question? Let us talk it through with you.
Tell us a little about what you are trying to achieve, and we will introduce you to a senior partner in your region within 48 hours.
Chapter II · About
Omnisight Ltd
A consultancy built for complex problems, and for the people who have to live with the answer.
Our partners come from strategy, financial services, technology, cyber and regulatory backgrounds, so when you bring us a question, it lands with a team that already understands all of it.
i.Why we exist
To close the gap between the recommendation and the reality.
We started Omnisight because too many leaders are left with a credible deck and a plan their organisation cannot actually build.
Strategy that does not land becomes a frustration for the people you employ and a quiet cost on your balance sheet.
Our team has lived inside strategy houses, technology executive roles, regulatory practice and operating teams. That mix is why we design for the boardroom and the back office together, rather than handing one over to the other.
Senior led
Evidence based
Implementation ready
ii.How our expertise comes together
One team across the disciplines your problem actually touches.
Real questions rarely sit neatly inside a single function. Our work draws on several disciplines at once, so the answer holds up when it meets the rest of your organisation.
Discipline
Strategy execution
Portfolio prioritisation, resource allocation and operating model design.
Discipline
Financial services
Digital banking, payments, AML and KYC, operational resilience.
Discipline
Technology
Cloud architecture, data platforms and platform engineering.
Discipline
Cybersecurity
Zero trust, identity first segmentation and incident readiness.
iii.Our principles
Three commitments we hold ourselves to.
These shape how we scope, how we deliver and how we measure every engagement we take on.
i.
Intellectual honesty
We are straight about what works, what does not, and where the evidence is thin. Trade-offs go on the table early.
ii.
Practical pragmatism
A design that looks elegant on paper but cannot be operated is not really a design. We build for the constraints you actually live with.
iii.
Outcome accountability
We agree the measures that matter at the start of an engagement, and we report against them openly throughout.
iv.Where we work
Anchored in London and Lagos, working across three continents.
Two home bases, one connected practice. We move with our clients across the UK, Europe, Africa, the Middle East and beyond, bringing the same senior team wherever the work needs to be.
2
Home offices
3
Continents served
7
Core markets
1
Senior team
Chapter III · Capabilities
Five practices
Our five capabilities, brought together when your problem needs them.
Each capability is led by experienced practitioners, and most of our engagements draw on two or more of them at the same time.
01 · Practice
Digital and AI Strategy
Technology decisions have become board decisions. We help leaders shape investment around the outcomes their business actually needs, and put governance in place before AI moves faster than the organisation can absorb.
Our approach
- Generative AI roadmap: use case prioritisation, value modelling and a governance model your board will be comfortable approving.
- Data platform strategy: modern architectures such as Data Mesh and Fabric, product centric data domains, lineage and quality.
- Digital operating model: redesigning roles for product led delivery and outcome based funding.
GenAI GovernanceData MeshProduct Operating Model
The AI maturity ladder
Most enterprises plateau between Pilot and Scaled. Compounding value is unlocked when data, governance and the operating model move forward together.
The five pillars of zero trust
02 · Practice
Cybersecurity and Risk Management
We design cyber programmes that protect the business and stand up to regulatory scrutiny. Our approach is risk based, identity first, and built around the evidence question a regulator will eventually ask.
Our approach
- Zero trust architecture: identity first segmentation and continuous verification, applied where the risk actually lives.
- Regulatory resilience: DORA and NIS2 compliance, third party risk management, and the operational resilience testing that proves it.
- Cloud security: secure by default pipelines and policy as code guardrails that travel with the workload.
DORANIS2IdentityThird Party Risk
03 · Practice
Financial Services Advisory
Our team has deep experience across banking, payments, FinTech, risk and regulatory transformation. We help leaders modernise the things that matter while keeping execution moving.
Our approach
We work at the intersection of regulation, technology, financial crime, cyber resilience and operating model design.
- Core banking modernisation: modular replacement strategies and risk aware transformation paths.
- Payments strategy: real time payments, ISO 20022, operational resilience and control design.
- Digital risk: integrated AML and KYC, fraud detection, customer risk and transaction monitoring.
- Regulatory advisory: supervisory operating models, compliance assurance, governance reporting and issue management.
ISO 20022Core BankingAML and KYCOp Resilience
Cost-to-serve waterfall, illustrative engagement
Illustrative cost to serve reduction from a multi lever operating model engagement.
04 · Practice
Performance Improvement
We help leaders build a leaner, more resilient organisation through operating model design that unlocks sustainable value, rather than one off cost cuts that come back later.
Our approach
- Operating model redesign: aligning structure with strategy, clarifying decision rights and removing duplication that has built up over time.
- Process re-engineering: taking out failure demand through automation and clearer standard operating procedures.
- Cost to serve optimisation: understanding true product profitability and the economics of each customer segment.
Operating ModelLeanCost to Serve
05 · Practice
Governance, Risk and Compliance
We help boards, executives and risk leaders make governance, risk and compliance fit how the business actually runs. The structures, processes and information that let your organisation see risk early and stand up to scrutiny.
Our approach
We translate strategy and regulatory intent into governance structures, risk frameworks and compliance operating models that real teams can pick up and run, with the evidence and reporting to back them up.
- Board, executive and operating governance design
- Enterprise risk frameworks and risk appetite
- Compliance target operating models and assurance
- AML, sanctions, fraud and financial crime frameworks
- Issue management, remediation and consequence
Chapter IV · Capability 05
Governance, Risk and Compliance
Governance, risk and compliance that works in practice.
Boards, executives and risk leaders bring us in to make governance, risk and compliance fit how the business actually runs. We design the structures, processes and information that let your teams see risk early, respond quickly and stand up to scrutiny.
i.Why this matters now
Expectations on boards and risk leaders are rising on every side.
Regulators, customers, investors and rating agencies all expect a clearer view of how risk is governed and how the framework is evidenced day to day. Whether the pressure is on conduct, financial crime, technology, operational resilience or culture, the bar keeps moving and the cost of falling short keeps climbing.
We work at the point where intent becomes operating reality, helping leaders shape the governance, the risk framework and the compliance model that the business actually runs on.
Risk based
Implementation ready
Evidence led
ii.Governance
Boards and executive committees designed to hold the work.
Governance is where intent becomes accountability. We help boards, executive teams and operating leaders shape committees, decision rights, policies and reporting so that the right decisions get made, by the right people, on the right information, especially when things get difficult.
Our work covers the full breadth of governance, from main board effectiveness through to the operating committees that run the business day to day.
- Board, executive and operating committee design
- Three lines of defence operating model
- Delegated authorities and decision rights architecture
- Policy frameworks, ownership and lifecycle
- Governance reporting and management information
- Culture, conduct and consequence oversight
The three lines of defence
Operating model
We help leaders make these lines genuinely distinct, so ownership, oversight and assurance do not blur into one another, and the board can see where accountability sits.
iii.Risk
A clearer view of risk, end to end.
Most risk frameworks describe the world in too much detail and not enough clarity. We help risk leaders translate strategy into an enterprise risk view that boards can actually use, with the appetite, taxonomy and reporting to back it up.
We work across enterprise risk and the specific disciplines that need close attention right now, from technology and resilience to financial crime and conduct.
- Enterprise risk management framework design
- Risk appetite, tolerance and reporting
- Operational risk, resilience and third party risk
- Technology, cyber and information risk
- Financial crime, fraud and conduct risk
- Risk taxonomy, assessment and reporting standards
iv.Compliance
Compliance the business can actually run.
Compliance functions are most effective when they translate regulatory expectations into operating reality. We help chief compliance officers redesign the function, modernise frameworks and build a compliance operating model that scales with the business rather than holding it back.
Whether the brief is a fresh target operating model, a financial crime framework or an end to end issue management redesign, our teams have done the work before.
- Compliance target operating model and second line redesign
- Regulatory horizon scanning and change management
- AML, sanctions, fraud and financial crime frameworks
- Conduct risk and culture oversight
- Compliance monitoring, assurance and quality review
- Issue management, remediation and consequence
Enterprise risk heatmapIllustrative
Low
Moderate
Elevated
High
Plotted risk
We give boards one consistent lens for likelihood and impact, so risks are debated on the same scale and appetite breaches are visible at a glance.
Regulatory horizonUK & EU
We map obligations onto a single horizon so change can be planned, sequenced and resourced, rather than absorbed as a series of surprises.
v.What our clients tell us has changed
The kind of difference our clients see after we leave.
We track these outcomes through evidence packs, governance reporting and business as usual adoption metrics.
i.
Clearer accountability
Decision rights, escalation triggers and ownership are clearly defined across the three lines.
ii.
More consistent decisions
Shared taxonomies, evidence standards and quality assurance produce repeatable supervisory outcomes.
iii.
Stronger documentation
Evidence packs that hold up to internal challenge, external review and audit.
iv.
Faster escalation
Material issues surface to the right forum quickly, rather than waiting for the next quarterly review.
v.
Better remediation
Closure validation, repeat issue analytics and root cause discipline cut down recurrence.
vi.
Defensible outcomes
Frameworks that hold up to scrutiny from boards, auditors and regulators alike.
vi.Why Omnisight
One team across governance, risk, compliance, technology and operating models.
We combine governance, risk and compliance expertise with technology, cyber, financial crime and operating model design in a single team. That lets us see how controls, processes, systems, people and governance need to work together to deliver outcomes a board and a regulator will both trust.
Our work is senior led, evidence based and implementation focused. We communicate trade-offs clearly, avoid unnecessary complexity and design frameworks that real teams can run under real constraints.
1
Integrated team across all disciplines
3
Pillars covered, governance, risk and compliance
20+
Years senior practitioner average
0
Frameworks that sit outside daily operations
· Speak to us
Working on a governance, risk or compliance question?
We would be glad to talk it through with you and help you design a model that is robust, practical and ready to be embedded.
Chapter V · Industries
Four sector lenses
Our industry expertise informs our approach.
Deep sector knowledge helps us diagnose problems more accurately and translate that into practical recommendations your team can act on.
Sector i.
Financial Services
Helping banks and payments firms work through DORA, FinTech disruption, AML and KYC modernisation and core platform renewal.
Key challenges
- Regulatory resilience
- Core modernisation
- Payments innovation
- AI in risk and fraud
Sector ii.
Technology and Media
Helping leaders scale technology, manage cloud economics and design operating models that keep up with the growth of the business.
Key challenges
- Cloud economics and FinOps
- Platform engineering
- Data monetisation
- Scalable security
Sector iii.
Private Equity
Value creation usually means deep operational change. We work alongside investors and portfolio leadership across the deal lifecycle.
Key challenges
- Integrated diligence
- 100 day value plans
- Carve out and integration
- Exit readiness
Sector iv.
Public Sector Financial Authorities
We support financial authorities with supervisory transformation, risk based examination design and the management information their boards rely on.
Key challenges
- Supervisory operating models
- Examination and thematic reviews
- Issue management and consequences
- Governance and MI redesign
Plate 08 · Global network
Two hubs supporting engagements across three continents.
Our senior practitioners are based in London and Lagos, and they support engagements across the UK, the EU, sub Saharan Africa, the Middle East and North America.
London, UK
Lagos, Nigeria
UK and EU
Africa and MENA
North America
Chapter VI · Insights
From the practice
Perspectives from our practice.
Practical analysis of the challenges leaders face today, written by the people in our practice who deliver the work.
Generative AI
CybersecurityWhy zero trust is a strategy and never just a product
The successful programmes we have seen are multi year strategies built around identity first segmentation, supported by tooling rather than driven by it.
Read more →
M and A TechTechnology diligence as a real lever for value
Technology has quietly become one of the biggest sources of value in any deal. A few practical ways to use diligence to surface synergies and the risks hiding beneath them.
Read more →
Operating ModelsWhat we keep seeing go wrong with agile transformation
Agile transformations tend to stall when they collide with the wider organisation, particularly funding models and risk governance. A few patterns worth watching for.
Read more →
PerformanceBeyond cost cutting: building a resilient supply chain
Balancing cost with resilience by using data and diversification to protect the business when disruption arrives.
Read more →
Financial ServicesDORA is a business problem, not just a compliance one
DORA puts accountability with the board. A business led approach to building resilience your customers and your regulator will both notice.
Read more →
RegulatoryWhat "risk based" supervision really means in practice
Most so called risk based frameworks struggle to translate appetite into review depth. Three design moves we use to close that gap.
Read more →
GovernanceWhy issue management has become the real control test
Supervisory credibility is increasingly judged by how quickly findings move from identification to closure, and the evidence trail they leave behind.
Read more →
Financial CrimeTransaction monitoring: why governance matters more than tooling
Tooling rarely fails alone. A look at the governance design that makes transaction monitoring defensible when it is challenged.
Read more →
Chapter VII · Contact
A short note is enough
Talk to us about the question you are working through.
A short note is enough to start a conversation. We will introduce you to a senior partner in your region within 48 hours.
i. General enquiries
Email us directly
Tell us a little about the question you are working on and we will introduce you to the right partner.
advisory@omnisight.co.uk
ii. Regulatory specialist
Regulatory specialist line
If you are designing or strengthening a supervisory, compliance or financial crime function, you can come straight to our regulatory team.
Speak to a specialistiii.Global network
Where we are based.
Our partners are based in London and Lagos, and we work with clients across the UK, the EU, Africa, the Middle East and North America.
Africa · Nigeria
Omnisight Strategic Solutions Ltd.
1 Edmund Crescent
Yaba, Lagos
Nigeria
§
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