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Articles by Jeff Fox
The BSA/AML enforcement lessons community banks and fintechs can’t afford to ignore
Regulators continue to prioritize core BSA/AML and sanctions controls, regardless of institution size. Risk assessments must reflect actual customer activity and drive monitoring, staffing, training, and escalation decisions. Monitoring effectiveness matters more than system deployment, with regulators focused on alert quality, investigations, and timely escalation. Compliance programs must scale with growth, including staffing, expertise, governance, and oversight.
Why Continuous Vulnerability Management Belongs in Every DevSecOps Strategy
DevSecOps is part of the larger shift-left IT paradigm, which aims to identify and address vulnerabilities before they lead to security incidents. NIST’s guidance on secure software development emphasizes integrating security throughout the development lifecycle, rather than treating it as a separate concern addressed late in development or after deployment.
FinCEN’s GENIUS Act AML framework for payment stablecoin issuers: Implications, regulatory continuity, and the road ahead
FinCEN’s GENIUS Act rules bring stablecoin issuers under existing AML, sanctions, and customer identification requirements, reinforcing that digital asset products must meet the same financial crime compliance standards as traditional institutions. The framework provides regulatory clarity for stablecoin issuers, but requires significant investment in compliance infrastructure, including risk assessments, customer due diligence, transaction monitoring, governance, and reporting.
BSA/AML in 2025–2026: Five developments every compliance leader needs to know
The BSA/AML compliance landscape is undergoing meaningful change, from examination flexibility to AI governance and the GENIUS Act. Federal regulators are changing their approach to supervision, debanking scrutiny is intensifying, and AI is being embedded into financial crimes operations.
Unlocking smart incentives for neurodivergent talent
As neurodiversity is included more frequently on employers’ diversity, equity, and inclusion (DEI) agendas, many HR and business leaders are introducing policies and procedures to better support neurodivergent employees. Despite NHS Employers showing that 1 in 7 people in the UK are neurodivergent, Birkbeck University has found that 65% of neurodivergent employees fear discrimination from management when disclosing their condition.
Why benefits platforms need a rethink - HR Magazine
Flexible benefits platforms promised a new era for HR: simpler administration and improved employee engagement powered by a seamless digital experience. But for a growing number of organisations, the reality is falling short. Buyer’s remorse is quietly becoming the norm. In theory, these platforms are key for a modern, engaging benefits experience. In reality, many HR teams are tied to clunky systems that are underdelivering, unable to pivot, difficult to manage and frustrating for users.
As neurodiversity is included more frequently on employers’ diversity, equity, and inclusion (DEI) agendas, many HR and business leaders are introducing policies and procedures to better support neurodivergent employees. Despite NHS Employers showing that 1 in 7 people in the UK are neurodivergent, Birkbeck University has found that 65% of neurodivergent employees fear discrimination from management when disclosing their condition.
Podcast: Navigating DEI in risk benefits and retirement
Hymans' latest podcast continues its Future of UK Retirement campaign. In this episode, host Hannah English, Head of DC Corporate Consulting at Hymans Robertson, is joined by Jeffrey Fox, Strategic Consulting Lead at Lockton, to explore the evolving role of diversity, equity, and inclusion (DEI) in pensions and risk benefits. Together, they discuss: How corporate DEI ambitions are shaping reward and benefits strategies. The impact of regulatory changes, including the EU Pay Transparency Directive.
Unlocking smart benefits for neurodivergent talent
As neurodiversity is included more frequently on employers’ diversity, equity, and inclusion (DEI) agendas, many HR and business leaders are introducing policies and procedures to better support neurodivergent employees. Despite NHS Employers showing that 1 in 7 people in the UK are neurodivergent, Birkbeck University has found that 65% of neurodivergent employees fear discrimination from management when disclosing their condition.
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