Expert consultants in financial crime compliance and business ethics and integrity

Lessons Learned is a consultancy whose unique approach gets your management and staff thinking about risks, making better decisions and applying the lessons of the past, enabling you to move forward responsibly to meet your strategic goals.

 

We work with multilateral institutions, private sector corporations and NGOs to help promote and embed best practice in financial crime compliance and business ethics and integrity through leadership, governance, policies and training.

 

Our Services

Bespoke Face to Face

How much are you doing in the classroom?

Used in the right way, e-learning can be a powerful tool in your organisation. It's great for introducing concepts, conveying detail, testing knowledge and of course, training masses of people...
...but sometimes, you've just got to get people in a room and talk to them...

E-Learning

Large organisations can’t really not do e-learning these days. The problem is that many staff lose the will to live with the standard nature of much of what is on offer.


At Lessons Learned, we create remote learning experiences that are guaranteed to make your staff sit up and think…

Consulting

Are you looking for a trusted partner to guide you through dangerous territory?


Perhaps you’ve had a poor regulatory inspection. Or maybe your Audit Department has identified weaknesses in a critical area.


Our consultants can shine a light and show you the way…

Courses

Do you need world-class training that’s ready to go?

We have set courses on key topics and expert trainers that ready to go at a moment’s notice.


Anywhere in the world. 

Or, you prefer, remotely comfort of your own desk…

Lessons Learned Clients

“We called on Lessons Learned to help us with customer due diligence, an important issue that is fundamental to all financial organisations. We were delighted with what we can only call an engaging programme, which not only educated our workforce, but actually gave us working knowledge about the issues. Using animation, video, games, and detailed case studies, what was covered will certainly help us enormously going forward.”


Sajeevani Wijayawardena


Training Manager - Banking Operations & Systems

Emirates NBD


“ The video had the desired effect, as in total attention throughout, the odd nervous laugh and, finally, stunned silence.”



Anti-Corruption Director


Global Pharmaceutical Company

‘We have found Lessons Learned’s programmes to be extremely useful as a tool for raising awareness and engaging our staff ... excellent content, highly recommended.”


Chief MLRO International Bank

Sajeevani Wijayawardena

Training Manager - Banking Operations & Systems

Emirates NBD

“We called on Lessons Learned to help us with customer due diligence, an important issue that is fundamental to all financial organisations. We were delighted with what we can only call an engaging programme, which not only educated our workforce, but actually gave us working knowledge about the issues. Using animation, video, games, and detailed case studies, what was covered will certainly help us enormously going forward.”

Anti-Corruption Director

Global Pharmaceutical Company

“ The video had the desired effect, as in total attention throughout, the odd nervous laugh and, finally, stunned silence.”

Chief MLRO International Bank

‘We have found Lessons Learned’s programmes to be extremely useful as a tool for raising awareness and engaging our staff ... excellent content, highly recommended.”

Lessons Learned News

Mastering Anti-Money Laundering

Mastering Anti-Money Laundering and Counter-Terrorist Financing, by our Principal, Tim Parkman, helps financial institutions put together an effective framework to ensure that they meet their legal obligations.


Global KYC Capacity Development Programme

Following success in a competitive bidding process, in 2025 and 2026 Lessons Learned Ltd is delivering a KYC enhancement programme internationally on behalf of the Dutch Good Growth Fund.

AML CFT & Sanctions Programme for major Middle East Bank.

Throughout 2025, Lessons Learned is providing financial crime prevention training services for Emirates NBD Group across its retail, corporate and private banking divisions. 

Conflicts of Interest and Codes of Conduct

Lessons Learned has a long association with a number of major multilateral banks in Europe and The Americas and in 2025 continues its delivery of staff integrity related programmes such as Personal Conflicts of Interest.

Lessons Learned Blogs

By Tim Parkman June 27, 2025
Friday 27 June 2025
By Tim Parkman June 19, 2025
The Danish philosopher, Søren Kierkegaard, wrote that "Life is lived forwards, but understood backwards". By which he meant, I guess, that sometimes we have to make our own mistakes before we can hope to understand why we made them. If that's true, then it's cold comfort to investors now scrambling to try and get something back from Indian electric vehicle maker BlueSmart Mobility , but it's worth remembering that we've definitely been here before. It was back in 2008 that financial journalist Alex Dalmady stuck his neck out and did what so few had done before. Risking potential bankruptcy and ruin (or worse...) he publicly called Stanford International Bank (SIB) as a fraud before the ponzi scheme there had been discovered. And he did so using his 'Duck Theory' - as in 'If it looks like a duck, and it quacks like a duck, then it probably is a duck!' The Duck Theory had four main indicators which applied to SIB, and it's instructive to see now how they slot not only into more recent cases such as FTX but also into many of the other fraud “classics” of the last few decades: 👉 "It's too good to be true." - FTX, so youthful, was sponsoring major sporting events and venues costing hundreds of millions. Just as SIB and Sir Allen Stanford did with international cricket. 👉 "It can do what no-one else can do." - FTX was offering returns at significantly above-competitor rates. Just like Bernie Madoff and his ‘elite-only’ funds. 👉 "There are only a few people, or one person, overseeing everything." - FTX management - and financial management (in a complex business) - was tightly controlled with limited genuine external oversight. Just like Nick Leeson and Barings (remember them, Old-Timers?) all those years ago. 👉 "There are very few incentives for whistleblowers." - Well, are there ever? But with massive investment rounds, huge celebrity endorsements, stunning growth multiples and a Rockstar CEO, based and regulated in an easily-impressed offshore jurisdiction and pumping cash (real, fiat cash) into good causes, who wanted to analyse the actual chemical contents of such a punch bowl? Sub-prime mortgage/CDO scandal, anybody? Of course, (and as Kierkegaard may have known), the problem with these types of 'red flags' is that whilst they are commonly found in frauds which have occurred, in themselves they cannot accurately predict fraud because they are too widespread, i.e. they can be found in businesses and situations where fraud and cheating have never been discovered because they have never existed. As an example, I have waited for years for 'explosive revelations' about how the New Zealand All Blacks manage to score so many points in the final quarter of a game. But no, just a lot fitter and more determined it would seem than most teams that they play. At most, these red flags can help us by telling us where to look more closely. And it is there that we encounter the real problem in all this - that the most common fate of those who shine a light and report a problem is... To be ignored. Consider; there were warnings - in some cases multiple warnings over several years - of trouble afoot in Wirecard , Danske Bank , The sub-prime mortgage market, the Madoff Funds , Enron , WorldCom and many more. These warnings came from informed, educated, not-obviously-insane people, in many cases insiders with a deep knowledge of the industries and sectors concerned. Yet no meaningful action was taken. Why? The full chains of causation for each are unique, but in seeking to 'understand backwards' so that we can at least try to 'live forwards' in a more savvy and alert way, it's worth remembering some truths about human nature that I would go so far as to say are profound - i.e., inescapable. We are overly optimistic - 'Optimism bias' in humans is well established in the literature of psychology (e.g. see Optimism Bias ). Maybe it's nature's saving mechanism for our species which, uniquely, (so far as we can tell) is self-aware of its own mortality, but we sure do like to look on the bright side. It may happen to others, but it won't happen to us. At senior levels within organizations this can translate into an unwillingness to believe that the worst is possible. "Nothing to see here. Everything's going to be OK, trust me!" We don't like to receive bad news - or deliver it - 'Shoot the messenger' is an instinct as old as bad news itself. In a 2019 study series , a team from Harvard found that participants generally saw the person who delivered negative information as less likeable. And the more unexpected the bad news was, the more upset the participants were. It's not hard to see the application of this in corporate settings. "I really wish you hadn't told me that. Why do you always have to do this?" We seek out data which confirms what we already believe - And we ignore or explain-away data which contradicts it. Confirmation Bias is another apparently universal trait established in multiple experiments. In a world teeming with information, it's essential that we have mechanisms for shutting out 'non-essential' data. But where corporate malfeasance is a possibility, a capacity to pay special attention to information which doesn't fit with existing 'hunky-dory' assumptions is not only advantageous, it's essential.  We don't like being the 'odd-one-out' - The trait of 'conformity' is another one that's been well established ever since Solomon Asch conducted his 'stick-length' experiments which showed people's preparedness to answer simple questions incorrectly in order to 'fit in' with the group - despite the evidence of their own senses. "Why take the risk of appearing panicky and credulous in the face of dire warnings, when no-one else appears to be doing so?" And "How am I going to explain why we chose not to make an 80% investment return, when so many others did?"
By Tim Parkman June 14, 2025
13 June 2025 The financial crime compliance landscape continues to evolve, with regulators tightening enforcement and businesses adapting to new risks. Below is a summary of recent developments across key areas of financial crime compliance. 1. Anti-Money Laundering & Counter-Terrorist and Proliferation Financing The Financial Action Task Force (FATF) has updated its recommendations, reinforcing measures to combat money laundering and terrorist financing. The UK government has also enhanced AML training requirements, ensuring businesses remain compliant with evolving regulations. Additionally, the latest AML Supervision Report highlights the importance of risk-based monitoring and cooperation between financial institutions and regulators. Read more: FATF Recommendations , HMRC AML Training , UK AML Supervision Report 2. Anti-Bribery & Corruption The C5 International Anti-Corruption Conference in London brought together global experts to discuss enforcement trends and compliance strategies. Meanwhile, UK Finance has identified three key priorities for anti-corruption efforts in 2025, including corporate liability for fraud and enhanced regulatory oversight. The Economic Crime and Corporate Transparency Act is set to reshape corporate compliance, making it easier to prosecute companies for bribery and corruption. Read more: Anti-Corruption Conference , UK Finance ABC Trends , Economic Crime Act 3. Anti-Fraud The UK Finance Annual Fraud Report reveals that fraud losses exceeded £1.1 billion in 2024, with Authorised Push Payment (APP) fraud declining but remote purchase fraud increasing. The Economic Crime & Corporate Transparency Act (ECCTA) introduces a new corporate offence for failure to prevent fraud, requiring businesses to implement reasonable prevention procedures. Compliance experts are advising firms on how to prepare for these new fraud prevention measures before enforcement begins in September 2025. Read more: Annual Fraud Report , ECCTA Fraud Prevention , Failure to Prevent Fraud 4. Ethics & Codes of Conduct The ICAEW Code of Ethics has been updated, introducing new provisions on professional behaviour, technology risks, and role expectations for accountants. In Scotland, the Police Ethics, Conduct & Scrutiny Act is set to enhance ethical oversight within law enforcement. Meanwhile, corporate compliance programs are being strengthened, with businesses updating their Codes of Ethics to align with evolving regulatory expectations. Read more: ICAEW Code of Ethics , Scottish Police Ethics Act , Corporate Ethics Code Lessons Learned Lessons Learned works with multilateral institutions, private sector corporations and NGOs to help promote and embed best practice in financial crime compliance and business ethics and integrity through leadership, governance, policies and training. For more insights, visit Lessons Learned or follow us on LinkedIn .

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Frequently Asked Questions

We understand that navigating financial crime compliance and business ethics can raise many questions. Below, we address some of the most common inquiries to provide clarity and transparency about our services.

What types of organisations do you work with?

Lessons Learned collaborates with a diverse range of clients, including corporations, non-governmental organisations (NGOs), and public sector entities. Our tailored solutions are designed to meet the unique needs of each organisation, regardless of size or industry.

How can your training programs benefit my team?

Our training programs are designed to empower your team with the knowledge and skills necessary to navigate compliance challenges effectively. By focusing on real-world scenarios and best practices, we enhance decision-making and foster a culture of integrity within your organisation.

What is your approach to compliance assessments?

We conduct thorough compliance assessments that include fraud risk evaluations, policy reviews, and root cause analyses of compliance failures. Our goal is to identify vulnerabilities and provide actionable recommendations to strengthen your compliance framework.

How do you ensure the effectiveness of your workshops and training?

We utilise a variety of interactive methods, including case studies, role-play, and e-learning modules, to engage participants and reinforce learning. Feedback from attendees is also collected to continuously improve our offerings and ensure they meet the evolving needs of our clients.

Ready to Elevate Your Compliance Strategy?

Contact us today to discuss your needs or schedule a consultation with our experts. Let’s work together to enhance your organisation’s integrity and compliance framework.