Can an investment project with attractive financial returns face closure because its partners do not share the same values? Madina Ayukhanova, CFO of EA Group Holding, examines a real case from the holding company's experience in which a project passed its financial stress tests but still encountered a management crisis. What risks lie beyond the financial model, and what else should CFOs consider when making investment decisions?
Fraud prevention in digital banking can no longer begin with the payment itself. Warning signs often appear earlier, during onboarding, login, a device change or an account recovery attempt. The UniCredit NV/SA case shows how connecting AML, device intelligence and transaction monitoring can help a bank detect the sequence before money leaves the account.
AI has not created fundamentally new forms of fraud, but it has transformed the economics of attacks. Schemes that once required large teams and substantial resources can now be automated and scaled at speed. Businesses must therefore rethink how they detect risk, respond to attacks and contain incidents before they spread.
Why the most dangerous threat to businesses is no longer external hacking, but access gained through legitimate employee accounts. How security logic is evolving in hybrid environments, how attackers penetrate internal systems, and which signals can reveal an attack before it results in data leakage or infrastructure takeover.
Policies, risk registers and risk committees do not necessarily mean that a company is managing risk. The system begins to add value when it helps to take better decision before a mistake becomes irreversible. This article looks at how to connect risk with business objectives, involve the risk function earlier and turn indicators into management action.
Fraud in fintech is no longer just a security concern. It shapes growth, trust and regulatory scrutiny. This article explores the trade-offs between convenience and control, what works in practice, and how risk strategy evolves as companies mature.
Artificial intelligence can produce dozens of possible solutions in minutes, but speed says little about their quality or practical value. This article examines how TRIZ can bring structure to AI-assisted problem-solving, help companies find technologies beyond their own industry, protect sensitive information and recognise when a system has reached the limits of optimisation.
How banks can build effective anti-fraud systems when resources are insufficient for total control. Why, in such conditions, the number of checks matters less than precise prioritization, the ability to separate noise from real risk, and the discipline to identify where fraudulent activity converges. What measures strengthen protection without heavy infrastructure: monitoring dormant accounts, limiting remote onboarding, analyzing links between transactions, and involving employees beyond the anti-fraud function.
Modern fraud rarely looks like a conventional cyberattack. It is often disguised as routine customer activity and moves through marketplaces, messaging apps, remote identity checks and gaps in a company’s own processes. What does this mean for anti-fraud, the allocation of responsibility and the way businesses manage risk?
Why, in periods of high FX volatility, selecting a hedging instrument is not enough—and how to build a structured FX-risk management system. Which metrics to use for daily monitoring, how to match instruments to specific risk types and liquidity constraints, and what management lessons can be drawn from hedging failures at major banks.
