{"id":2721,"date":"2026-08-17T09:53:26","date_gmt":"2026-08-17T09:53:26","guid":{"rendered":"https:\/\/fintech.global\/aml-tech-forum-usa\/?p=2721"},"modified":"2026-08-17T09:53:26","modified_gmt":"2026-08-17T09:53:26","slug":"how-kyc360-is-redefining-compliance-as-a-commercial-lever","status":"publish","type":"post","link":"https:\/\/fintech.global\/aml-tech-forum-usa\/2026\/08\/17\/how-kyc360-is-redefining-compliance-as-a-commercial-lever\/","title":{"rendered":"How KYC360 is redefining compliance as a commercial lever"},"content":{"rendered":"

KYC360<\/a>\u00a0(a part of\u00a0Experian<\/a>) has established itself as a specialist RegTech provider focused on helping regulated businesses transform compliance from a regulatory obligation into a competitive advantage. Its end-to-end platform brings together client onboarding, AML screening, and customer lifecycle management (CLM).\u00a0<\/strong>\u00a0<\/strong><\/p>\n

Rather than treating compliance as the destination, KYC360 managing director Tom Devlin sees it as the foundation for better business performance.<\/p>\n

\u201cOur core purpose is to enable our customers to comply and outperform,\u201d says Devlin, arguing that regulation alone is no longer enough to justify investment in technology. He recognises that the pursuit of compliance in and of itself is a limited market \u2013 what most organisations are interested in ultimately is the commercial output of using compelling solutions, and KYC360 built its platform to do both.<\/p>\n

By automating manual processes and embedding structured risk models into onboarding workflows, KYC360 enables banks to process clients more quickly, lower operational costs and apply a more nuanced, risk-based approach to decision-making.<\/p>\n

That philosophy has shaped the company\u2019s approach. KYC360\u2019s platform is designed not only to strengthen AML and KYC processes, but to make client onboarding faster, cheaper and easier.<\/p>\n

As regulatory expectations have intensified, Devlin believes that advantage has become more pronounced. Rather than layering additional compliance onto existing processes, firms need technology that embeds the risk-based approach into the heart of their operating model. In his view, that is where RegTech delivers its greatest value not simply by helping organisations meet their obligations, but by turning compliance into a source of competitive strength.<\/p>\n

The Experian acquisition<\/strong><\/p>\n

For Devlin, the acquisition of KYC360 by Experian represents an opportunity to combine advanced financial crime technology with one of the deepest data ecosystems in financial services.<\/p>\n

\u201cThe logic behind the acquisition was twofold,\u201d he explains. \u201cFirst, it strengthened Experian\u2019s financial crime capability by bringing our customer base and solution set alongside. Second, it gives us the opportunity to integrate Experian\u2019s data into our platform to create something that isn\u2019t really available elsewhere in the UK market.\u201d<\/p>\n

That combination is expected to shape KYC360\u2019s next phase of growth. While the company had already developed technology capable of supporting complex, enterprise-scale onboarding programmes, Devlin acknowledges that some of the market still viewed it as an ambitious scale-up rather than a proven Tier 1 provider.<\/p>\n

\u201cThat objection has been removed,\u201d he says. Beyond strengthening market confidence, the acquisition also significantly expands KYC360\u2019s reach. With Experian already embedded across much of the UK\u2019s financial services sector, the company can showcase its onboarding, screening and client lifecycle capabilities through relationships that are already well established.<\/p>\n

For customers, the longer-term opportunity lies in bringing richer data and more sophisticated analytics directly into compliance workflows.<\/p>\n

Why perpetual KYC has been slow to arrive<\/strong><\/p>\n

The promise of CLM and perpetual KYC has been discussed across the industry for years. Yet many firms still rely on fixed review cycles, spreadsheets and manual intervention. Devlin believes the reasons are as much about confidence and data as they are about technology.<\/p>\n

\u201cSome businesses lack the confidence to do it,\u201d he says, pointing to uncertainty over how supervisors such as the FCA will view a move away from fixed review cycles. In reality, he argues, regulators are increasingly receptive to event-driven approaches\u2014provided firms can demonstrate that they are properly designed and governed. \u201cIn my experience, that\u2019s something the FCA and others are very open to, and indeed encourage from an effectiveness perspective.\u201d<\/p>\n

The bigger obstacle, however, has been data. \u201cIt\u2019s all very well having a tech platform that can trigger an event-driven review when your passport expires,\u201d Devlin says. \u201cThat\u2019s really only one of the things that you might need to manage within the lifecycle of the client.\u201d<\/p>\n

To replace periodic reviews with continuous monitoring, firms need far richer intelligence. The challenge is creating a system that can identify genuinely meaningful changes to a customer\u2019s risk profile while avoiding unnecessary intervention.<\/p>\n

\u201cWe\u2019ve got a system which is going to tell us when anything meaningful happens with a client,\u201d he explains. \u201cBecause we\u2019re confident that we\u2019ve calibrated it correctly, we can respond when there is something we genuinely need to deal with. Equally, we can have the confidence to say that in the nine out of ten cases where we didn\u2019t carry out a review, there simply wasn\u2019t an actionable event that required one.\u201d<\/p>\n

That, Devlin argues, is where the combination of KYC360\u2019s workflow technology and Experian\u2019s data assets changes the equation. Continuous monitoring extends well beyond document expiry, incorporating changes to addresses, occupations and proof-of-life indicators for individuals, alongside director changes, beneficial ownership, registered addresses and broader business activity for corporate clients.<\/p>\n

\u201cWhen you layer those two things together \u2013 the data that has the insights you need with the solution that\u2019s able to visualise and act upon those insights \u2013 you\u2019ve got a really powerful proposition,\u201d he says.<\/p>\n

The response from the market, he adds, suggests firms are beginning to see Perpetual KYC as an achievable operating model rather than an aspiration. \u201cWe\u2019ve been trying to crack this for years,\u201d is the feedback KYC360 increasingly hears from prospective customers. \u201cThis is the first time we\u2019ve seen a joined-up proposition that puts together those two elements of data and tech in a single package.\u201d<\/p>\n

Why manual processes persist<\/strong><\/p>\n

For Devlin, firms that continue to rely on manual compliance processes are rarely being held back by technology alone.<\/p>\n

\u201cI\u2019m always of the view that what looks from the outside like technological change is really about people, process and technology,\u201d he says. \u201cOften, of those three aspects, the tech is, in some ways, the least important.\u201d<\/p>\n

The harder challenge is convincing people that there is a better way of working. New platforms only deliver value if the teams using them trust the output and understand how automation allows them to focus on higher-value work rather than repetitive administration.<\/p>\n

\u201cIf you don\u2019t succeed in doing that,\u201d Devlin says, \u201cyou can have wonderful technology, but it won\u2019t be adopted.\u201d<\/p>\n

Data quality remains another persistent barrier. Many organisations recognise the potential of automation but hesitate because they lack confidence in the information sitting inside their own systems.<\/p>\n

\u201cWe very often hear from prospective clients, \u2018We\u2019d love to do this, but actually our own data is in such a mess that we just don\u2019t feel comfortable about any kind of automated approach.’\u201d<\/p>\n

While that challenge has slowed adoption, Devlin believes it is becoming increasingly solvable as organisations improve their data foundations and gain access to more sophisticated tools.<\/p>\n

He also sees artificial intelligence accelerating the next phase of transformation. Simply monitoring every change across a customer base is unlikely to improve efficiency if every alert generates another case for analysts to investigate. The real opportunity, he argues, is using AI to determine which events genuinely matter.<\/p>\n

\u201cAI offers a really interesting capability in assessing the salience of changes that have occurred,\u201d he says. By learning from previous human decisions, AI can identify which events warrant investigation and which can safely be ignored, helping firms reduce unnecessary reviews without increasing risk.<\/p>\n

The same principle applies once a review is triggered. Risk assessments, KYC checks and supporting evidence can be assembled before an analyst even opens the case, with routine deficiencies resolved automatically through trusted data sources or client outreach where appropriate.<\/p>\n

\u201cWhen you dramatically reduce the scope of the work that\u2019s required,\u201d Devlin says, \u201cultimately your cost per case is reduced.\u201d<\/p>\n

For Devlin, that is where the industry is heading: not towards replacing compliance professionals, but equipping them with better information so they spend their time on judgement rather than administration.<\/p>\n

The shift to an event-driven model<\/strong><\/p>\n

KYC360 has been vocal about the shift from calendar-based periodic reviews to event-driven monitoring. Devlin believes parts of the market are already moving, but many firms remain attached to the familiarity of fixed review cycles.<\/p>\n

\u201cThere are certainly some places that are doing it, and doing it well,\u201d he says, pointing to a major UK bank that has largely replaced scheduled reviews with an event-driven approach powered by continuous data and analytics.<\/p>\n

For much of the industry, however, the obstacle is less technological than psychological.<\/p>\n

\u00a0<\/strong>\u201cI think there is an element of psychological safety in the process that\u2019s known and understood,\u201d Devlin says. The familiar one-, three- or five-year review cycle may be widely criticised, but it remains the default approach across much of the industry, making it feel like the lower-risk option.<\/p>\n

He argues that the opposite is often true. \u201cIf you try and review every relationship once every five years, and you\u2019re operating at any kind of scale, you\u2019re probably not going to have the resource to do that review justice,\u201d he says. \u201cThe perceived safer option can often, in fact, be less safe than the more responsive, dynamic approach.\u201d<\/p>\n

Rather than spending time reviewing customers whose risk profile has barely changed, an event-driven model allows compliance teams to focus their attention where it is genuinely needed. Fewer cases require investigation, and those that do can arrive with much of the supporting analysis already prepared, allowing analysts to concentrate on judgement rather than administration.<\/p>\n

Devlin believes regulators are increasingly aligned with that direction of travel. Supervisory bodies themselves, he notes, face growing pressure from organisations such as MONEYVAL and the FATF to demonstrate that anti-money laundering frameworks deliver measurable effectiveness rather than simply procedural compliance.<\/p>\n

\u201cThe one-, three- or five-year schema is an archetype of process over effectiveness,\u201d he says. A genuinely risk-based approach, by contrast, recognises that some customers may not require a formal review for a decade or more because their risk profile has remained stable and firms have confidence in the quality of their ongoing monitoring.<\/p>\n

\u201cThat is, in fact, a safer decision than saying we\u2019re going to look at her every three years just for form\u2019s sake,\u201d he says. \u201cOtherwise you\u2019re diverting resource from more pressing cases that you could be considering.\u201d<\/p>\n

For Devlin, the industry\u2019s direction is becoming increasingly clear to him. The question is no longer whether continuous, event-driven monitoring is possible, but how quickly firms are prepared to move beyond the comfort of familiar processes and embrace a model built around demonstrable risk.<\/p>\n

Where KYC360 sees its differentiation<\/strong><\/p>\n

In a crowded RegTech market, Devlin believes KYC360\u2019s clearest differentiator begins before the technology itself.<\/p>\n

\u201cWe\u2019re regulatory lawyers,\u201d he says. \u201cBefore we established KYC360, we spent several years investigating banks, trust companies, stock exchanges, accountancy practices, you name it, on behalf of financial regulators.\u201d<\/p>\n

Those investigations exposed a striking pattern for Devlin. Regardless of the size of the institution or the sector it operated in, many enforcement cases stemmed from the same handful of avoidable mistakes. That experience became the foundation for KYC360\u2019s platform, with the aim of helping firms address the underlying causes of compliance failure rather than simply digitising existing processes.<\/p>\n

But the investigations also left a more personal impression in the view of Devlin. \u201cWhat we saw was the human cost on compliance professionals,\u201d he says. \u201cIt is not something you would wish on your worst enemy. Short of a personal tragedy, it\u2019s probably one of the most stressful experiences that somebody could have in their life.\u201d<\/p>\n

For some professionals, if such a situation goes badly, it can mean the end of their working life in financial services, which short of a criminal conviction, is one of the worst things that can happen from an employment viewpoint.<\/p>\n

For individuals caught up in a regulatory investigation, the consequences can be career-defining. That, he argues, has shaped the philosophy behind KYC360\u2019s products just as much as its legal expertise.<\/p>\n

\u201cWe\u2019ve never lost sight of that in the design of our solutions,\u201d he says. \u201cWe\u2019ve always sought to solve the common challenges, but also to have empathy and understanding for the position the compliance professional finds themselves in, trying to manage what is almost an infinite challenge with finite resources.\u201d<\/p>\n

That thinking explains the platform\u2019s strong emphasis on governance, auditability and accountability. Rather than simply helping firms complete compliance tasks, KYC360 is designed to help organisations demonstrate the quality of the decisions they have made if regulators come calling. \u201cWe want users to get credit for the positive actions they have taken,\u201d Devlin says.<\/p>\n

The second area of differentiation, he argues, is the integration of Experian\u2019s identity and commercial data directly into KYC360\u2019s analytical workflows. Instead of sourcing data and compliance technology from separate providers, firms can access both through a single platform, reducing integration complexity while giving analysts richer information to support risk decisions.<\/p>\n

Devlin said, \u201cBusinesses can access both data and the analytical layer on top, which otherwise they might have had to obtain from two quite separate vendors without the guarantee that they would work nicely together. Having this integrated proposition is a quantum leap for businesses that previously struggled with manual processes, and having the analytical layer with the subject matter expertise within it gives confidence for compliance professionals and is the cherry on the top.\u201d<\/p>\n

Where AI adds value in compliance<\/strong><\/p>\n

AI continues to dominate compliance conversations, but Devlin believes the market is becoming more realistic about where it can genuinely add value.<\/p>\n

\u201cWe\u2019re probably at, or just past, the peak of the hype cycle,\u201d said Devlin. \u201cPeople have been talking about AI at compliance conferences for as long as I\u2019ve been going to them, which is at least 15 years now. AI, in one form or another, is always riding over the horizon to save the day.\u201d<\/p>\n

That long history has inevitably bred a degree of scepticism. Compliance teams operate in an environment where explainability, governance and accountability are non-negotiable, making them understandably cautious about handing critical decisions to opaque models.<\/p>\n

\u00a0<\/strong>Even so, Devlin sees significant opportunities where AI complements, rather than replaces, existing processes. \u201cThere are some areas where it is materially assistive,\u201d he says, highlighting tasks such as summarising lengthy documents, extracting insights from unstructured data, natural language search and analysing the operational impact of changes to risk appetite. AI also has an important role to play in prioritising alerts, helping compliance teams distinguish genuinely significant events from routine background noise.<\/p>\n

\u00a0<\/strong>Where he is more cautious is the prospect of fully autonomous compliance operations. \u201cI don\u2019t think you\u2019re going to see even the most forward-looking businesses saying, \u2018We\u2019re going to automate all of our compliance operations\u2019, they\u2019re still going to need to be a human in the loop somewhere.\u201d<\/p>\n

\u00a0<\/strong>Recent examples of AI hallucinations appearing in legal proceedings only reinforce that view. Until regulators establish a clearer legal framework for autonomous decision-making, Devlin expects firms to remain wary of removing human oversight from high-stakes compliance activities.<\/p>\n

\u00a0<\/strong>He also believes many compliance professionals have become more discerning consumers of AI. \u201cThey\u2019ve already been sold the dream sometimes two or three times,\u201d he says. This is leading organisations as a result to become less interested in headline-grabbing demonstrations and more focused on outcomes that are measurable and realistic governance as well as whether a use case delivers genuine value.<\/p>\n

Devlin detailed that there is more scepticism than you may see in public from some firms. He remarked, \u201cI think there was a recognition that there are some things it\u2019s good at, some things that it\u2019s less suited for, and also an emerging appreciation of the potential cost of tokens.\u201d<\/p>\n

Compliance: a commercial enabler?<\/strong><\/p>\n

KYC360 puts forward the idea that compliance can be a commercial enabler rather than simply a cost centre.<\/p>\n

Devlin rejects the idea that compliance and commercial performance sit at opposite ends of the spectrum. In his view, firms that embrace a genuinely risk-based, technology-enabled approach can improve both simultaneously.<\/p>\n

The KYC360 managing director gave an example. The company previously worked with one of the world\u2019s largest banks on a large-scale remediation programme covering hundreds of thousands of investor records. The bank\u2019s original plan relied on a traditional, analyst-led review process that was expected to take years, consume significant resources and risk frustrating customers through repeated requests for information.<\/p>\n

\u201cThere was no commercial upside,\u201d Devlin says. \u201cThere was only downside in terms of the cost of the exercise and the likelihood that they might lose some of those customers by annoying them in the course of the exercise.\u201d<\/p>\n

Instead, KYC360 redesigned the process around a risk-based workflow. Customers were triaged according to risk, with straightforward cases resolved automatically through trusted bureau data wherever possible. Only where additional verification was genuinely required did the process progress through increasingly targeted forms of outreach, from electronic identity verification to automated document requests.<\/p>\n

The results, Devlin says, transformed both the economics and the operational burden of the project. \u201cWe were able to complete the exercise in just under three months versus a couple of years, as had been the original expectation,\u201d he says. The programme was delivered with fewer than 20 bank employees overseeing the process, compared with the five or six times that number originally anticipated.<\/p>\n

The benefits extended well beyond lower costs. Rather than producing thousands of manually completed case files, the bank finished with a standardised, high-quality data set covering around half a million customers, generated largely through straight-through processing. Management information was available throughout the programme, while the final data could be loaded directly into the bank\u2019s core systems without further manual intervention.<\/p>\n

Devlin finished, \u201cWhen we talk about comply and outperform, that\u2019s what it looks like, because if that bank\u2019s competitor had undertaken this exercise, it would have cost them several times as much and they would have lost several clients in the process and would have been no further forward than when they started.\u201d<\/p>\n

For compliance teams under pressure to reduce cost, improve customer experience and evidence stronger risk decisions, Devlin\u2019s argument is clear: the next phase of financial crime compliance will be defined by better data, smarter workflow and the ability to act when risk genuinely changes.<\/p>\n

KYC360 delivers award-winning onboarding, screening, and customer lifecycle solutions to financial institutions and regulated businesses. Designed by compliance professionals for compliance professionals, it empowers customers to meet evolving AML obligations through intelligent, efficient, and auditable workflows. KYC360 is a part of Experian, a global data and technology company, powering opportunities for people and businesses around the world.<\/p>\n

Read the daily RegTech news<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

KYC360\u00a0(a part of\u00a0Experian) has established itself as a specialist RegTech provider focused on helping regulated businesses transform compliance from a regulatory obligation into a competitive advantage. Its end-to-end platform brings together client onboarding, AML screening, and customer lifecycle management (CLM).\u00a0\u00a0 Rather than treating compliance as the destination, KYC360 managing director Tom Devlin sees it as … <\/p>\n","protected":false},"author":7,"featured_media":2722,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6,24],"tags":[],"yoast_head":"\nHow KYC360 is redefining compliance as a commercial lever - AML & FinCrime Tech Forum USA<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fintech.global\/aml-tech-forum-usa\/2026\/08\/17\/how-kyc360-is-redefining-compliance-as-a-commercial-lever\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How KYC360 is redefining compliance as a commercial lever - AML & FinCrime Tech Forum USA\" \/>\n<meta property=\"og:description\" content=\"KYC360\u00a0(a part of\u00a0Experian) has established itself as a specialist RegTech provider focused on helping regulated businesses transform compliance from a regulatory obligation into a competitive advantage. 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