Blog

Private equity and M&A deals play a key role in the strategy of funds seeking to increase their returns and achieve meaningful capital growth. By investing in private companies and revaluing businesses through mergers and acquisitions, funds gain flexible tools for scaling and diversifying the portfolio.

These directions allow funds to effectively use market opportunities – below we will look at what private equity is and how the respective funds operate.

What is private equity and how do funds operate

private equity funds accumulate capital from institutional and private investors, forming a portfolio of companies with high growth potential. The key task is to implement private equity strategies that provide asset value growth and maximize returns with a controlled level of risk.

In COREDO’s practice we observe that successful private equity funds build their strategies on deep industry analysis, the search for undervalued assets, active management and the use of modern financial modeling tools.

M&A in private equity strategy: buyout and growth capital

Private equity M&A deals are not just a tool for buying or selling a business. They become the basis for executing buyout deals (purchase of a controlling stake), attracting growth capital (capital for growth), as well as for carve-out deals (the separation of non-core divisions). Each of these approaches requires a unique set of skills and a deep understanding of the market.

A COREDO-executed buyout case in the fintech sector in the Czech Republic showed: a structured deal with clear post-merger integration allowed increasing the portfolio company’s EBITDA by 38% in 18 months.

Carve-out deals, on the contrary, are often used to optimize a holding’s structure and free up capital for new investments.

Objectives of M&A deals for private equity: growth and synergies

The key objective is to ensure fund return growth by increasing the value of portfolio companies. This is achieved through the realization of synergies (for example, procurement optimization, consolidation of IT platforms, improving operational efficiency), as well as scaling the business through M&A.

COREDO’s practice confirms: it is post-merger integration and competent management of synergies that determine the success of a deal over a 3–5 year horizon.

Private equity strategies in M&A to increase returns

Private equity strategies in M&A to increase returns become a key tool for boosting profits and creating long-term value for the investor. Funds use structured approaches to selecting target companies and actively implement analytical risk management methods to maximize the financial return of each project. Next, let’s consider the roll-up strategy as one of the effective ways to increase returns within M&A.

Roll-up strategy: risks and opportunities

The roll-up strategy is the sequential consolidation of companies within one industry with the goal of creating a market leader and increasing EBITDA multiples. This approach allows for rapid market share growth, cost optimization, and increasing bargaining power with suppliers and customers.

The key success factor is a clear integration roadmap and risk management through phased integration.

Bolt-on acquisitions and carve-outs to scale

Bolt-on acquisitions: these are acquisitions that complement an existing platform company of the fund. This approach allows for quickly expanding the product line, strengthening positions in niche segments, and increasing business resilience. Carve-out deals, by contrast, provide the opportunity to acquire a mature business with a clear structure but without excessive corporate overhead.

A solution developed at COREDO for a client in the payment services sector in Slovakia included a bolt-on acquisition of a startup with a unique KYC technology. This allowed not only to accelerate entry into new markets, but also to significantly increase the company’s valuation at the subsequent exit stage.

Buyer-led M&A and the role of operating partners in integration

Buyer-led M&A: a strategy in which the initiative and control over the deal process are fully concentrated on the buyer’s side. In modern conditions, the success of such a strategy is impossible without involving operating partners (operating partners), who take on key tasks for managing integration after the merger.

This is especially relevant for deals in fintech and digital health, where integration speed directly affects return growth.

Return and risk assessment in M&A and private equity deals

Return and risk assessment in M&A PE deals are key aspects that determine the success and sustainability of investing in private equity. A well-structured deal allows not only increasing profitability but also minimizing risks, which is especially important in conditions of high market uncertainty. Next, we will examine the main metrics, such as ROI and EBITDA, used to evaluate the effectiveness of such deals.

Metrics, ROI and EBITDA in private equity deals

Assessment of ROI in private equity deals is based on analysis of IRR (internal rate of return), EBITDA multiples, as well as calculations of cash-on-cash return and MOIC (multiple on invested capital).

At COREDO we use a comprehensive model for assessing investment returns, considering both financial and non-financial KPIs – from integration speed to key employee retention rates.

For M&A deals in Europe and Asia, EBITDA multiples in the range of 7–12x become the standard; on the other hand, for high-tech companies this metric can exceed 15x. It is important to take into account industry benchmarks and market dynamics.

Risk management in M&A: due diligence and compliance

Effective risk management in M&A begins with thorough Due Diligence, financial, legal, operational and technological. AML and KYC standards, as well as compliance requirements in the EU, the UK, Singapore and Dubai, are becoming increasingly strict.

Regulatory changes, for example the tightening of AML in the EU rules or the introduction of new requirements for licensing financial services in Singapore, significantly affect deal structures and their closing timelines. In such circumstances it is critically important to work with consultants who possess expertise in cross-border deals.

Impact of macroeconomics and interest rates on M&A and private equity deals

In 2024–2025, rising interest rates and higher borrowing costs changed the financing structure of M&A deals. Funds now more often use private credit, mezzanine and other alternative sources to maintain target return levels.

At COREDO we recommend structuring deals flexibly, taking into account macroeconomic trends and potential market volatility.

Technology in M&A for private equity

Technology in M&A for private equity is becoming a key factor for successful deals and competitive advantage. Modern solutions – from artificial intelligence to integrated platforms – enable private equity funds to accelerate processes, reduce risks and find new growth opportunities.

Use of AI and platforms to accelerate deals

Modern technological platforms for M&A, such as virtual data rooms, tools for automating due diligence and artificial intelligence for risk assessment, can speed up the deal process by 30–40%.

At COREDO we implement AI solutions for analyzing large datasets, identifying hidden risks and building integration scenarios.

AI tools are especially in demand for assessing synergies, automating financial modeling and monitoring post-merger integration. Such solutions are becoming standard for private equity funds focused on increasing returns and reducing transaction costs.

Agile teams and managing integration after a merger

Agile approaches to managing post-merger integration allow quick adaptation to changes, minimize operational disruptions and accelerate the realization of synergies. In COREDO’s practice, agile teams take on key responsibilities for communication, change management and implementing new business processes.

This approach is particularly effective for deals in fast-growing sectors – fintech, e-commerce, healthcare.

Cross-border M&A in private equity for Europe, Asia and the CIS

Cross-border M&A in private equity for Europe, Asia and the CIS opens new opportunities for investors, but requires a deep understanding of the specifics of transactions between different regions. The combination of global strategies and local particularities creates many regulatory and structural nuances that must be taken into account to successfully carry out such deals.

Regulatory nuances of deals in different jurisdictions

Cross-border transactions require deep knowledge of local regulatory requirements, licensing procedures and compliance standards. In the EU, the United Kingdom, Singapore and Dubai there are different approaches to due diligence, deal structure and investor protection.

COREDO’s experience in supporting cross-border M&A shows: deal success largely depends on the right choice of structure (SPV, holding, trust), as well as on timely obtaining the necessary licenses.

Particular attention should be paid to changes in the regulatory environment: for example, new EU directives on AML, disclosure requirements in the UK and licensing standards for fintech companies in Singapore.

Impact of geopolitics and culture on deals and integration

geopolitical risks and cultural differences can significantly affect deal closing timelines, governance structure and the effectiveness of post-merger integration. At COREDO we take these factors into account when structuring deals in Asia and Europe, developing individual integration and communication scenarios for each jurisdiction.

Features of cross-border M&A in private equity funds for European and Asian markets include differences in corporate culture, approaches to personnel management and reporting standards. Successful integration requires not only legal expertise but also a deep understanding of local business.

Financing models for M&A during market volatility

In conditions of market volatility and rising capital costs, private equity funds increasingly use alternative financing models: private credit, mezzanine, structured deals with deferred payment and earn-out mechanisms.

COREDO solutions enable flexible structuring of deals, minimizing risks and optimizing tax nload.

Structuring deals taking into account the requirements of different jurisdictions and opportunities for tax optimization becomes a key success factor for cross-border M&A.

Exit strategies and liquidity in private equity through M&A

Exit strategies and liquidity in private equity through M&A play a key role in shaping returns for investors and determine how funds realize accumulated value. Properly chosen exits — whether an IPO, sale to a strategic investor, or a secondary buyout — provide the necessary liquidity and maximize the profitability of each investment.

Exit strategies: IPO, sale and secondary buyouts

Providing liquidity: one of the main tasks of private equity funds. The most common exit strategies include IPOs, sales to strategic investors, and secondary buyouts. Each of these options requires careful preparation and consideration of market conditions.

COREDO’s practice shows: successful exits are built on deep market analysis, preparing the company for sale (exit readiness), and developing alternative scenarios. Secondary buyouts and deals with financial investors are especially relevant in conditions of high market volatility.

Planning and managing an asset portfolio for returns

Exit planning begins long before the deal itself. At COREDO we recommend implementing a KPI system to assess deal performance, regularly revaluing the portfolio, and preparing companies for a potential IPO or sale. Assessing investment returns is based not only on financial metrics but also on analysis of operational efficiency, customer retention levels, and innovation potential.

Portfolio asset management is an ongoing process that includes optimizing structure, implementing new technologies, and developing team competencies.

Recommendations for entrepreneurs and investors

• Clearly define the deal objectives and choose an M&A strategy based on industry trends and market specifics.
• Implement modern risk management methods: comprehensive due diligence, monitoring regulatory changes, dynamic compliance.
• Use technology platforms and AI to accelerate deals, automate data analysis, and assess synergies.
• Form agile teams and engage operating partners for effective post-merger integration.
• Work with international advisers who have experience supporting cross-border deals and deep knowledge of local markets.

COREDO’s experience confirms: a systemic approach to M&A, based on data analysis, technological innovation, and human capital management, not only reduces risks but also ensures sustainable growth in private equity fund returns.

M&A in private equity: key conclusions and outlook

Increasing private equity returns through M&A is the result of comprehensive work: from choosing the right strategy to implementing innovations and managing integration. In 2025, the key trends will be digital transformation, AI development, tightening regulatory requirements, and the growing role of operating partners.

For entrepreneurs and investors focused on international markets, partnering with experts who can provide comprehensive support at all stages of a deal becomes critically important.

If your goal is not just to complete a deal but to build a sustainable and scalable business, the COREDO team is ready to become your strategic partner on this journey.

Comparison of M&A strategies: roll-up, bolt-on, carve-out

ROI and KPIs for deal evaluation

• IRR (internal rate of return)
• EBITDA multiples
• Cash-on-cash return
• MOIC (multiple on invested capital)
• Integration speed
• Key staff retention rate
• Revenue and EBITDA growth after the deal

Glossary of SEO terms

• Private equity: direct investments in private companies.
• M&A (mergers and acquisitions), mergers and acquisitions.
• Buyout – acquisition of a controlling stake.
• Roll-up strategy: consolidation of companies within an industry.
• Bolt-on acquisition: an additional acquisition to a platform company.
• Carve-out – spinning off a division into an independent business.
• Operating partner – an operating partner managing integration.
• Due diligence, comprehensive assessment of the deal target.
• EBITDA: earnings before interest, taxes, depreciation and amortization.
• Compliance: adherence to regulatory requirements.
• Exit strategy, a way to exit investments (sale, IPO, secondary buyout).

If you plan to use M&A to increase returns in private equity, start with a systematic analysis, choose a strategy that matches your goals, and engage COREDO experts for comprehensive support at every stage of the deal.

Investment trends in Japan in 2025 show growing interest in the technology sector, healthcare, and infrastructure. The startup ecosystem is developing thanks to support from private and institutional investors, and venture deals are becoming increasingly prominent in the market structure. Demographic changes — an aging population and a shrinking workforce — push companies toward digitalization and the adoption of innovations, which increases the attractiveness of technology assets for PE.

Nevertheless, the COREDO team carried out a number of projects where skillful deal structuring and deep analysis of corporate connections allowed a successful market entry, minimizing risks and ensuring ownership transparency.

Key growth drivers and investments

The fragmentation of the Japanese corporate landscape: a key driver for buyouts and carve-out deals. Many large holdings are eager to optimize their structure by divesting non-core assets. This opens opportunities for international PE funds that are ready to offer not only capital but also expertise in business transformation.

Technological innovations, the second strategic growth factor. The Japanese private equity market in 2025 is actively investing in robotics, artificial intelligence, biotechnology and fintech.

The COREDO team accompanied deals involving investors from the EU and Singapore, where a sound currency strategy and analysis of macroeconomic risks provided an optimal ROI.

Regulatory reforms and corporate governance

Tokyo Stock Exchange introduced new disclosure standards, increased requirements for corporate governance and ESG, which has significantly facilitated Due Diligence and increased market transparency.

Corporate governance in Japan PE today is not only compliance with formal procedures but also the integration of ESG factors into the fund’s strategy.

Our experience at COREDO has shown that the implementation of international standards (for example, PRI, GRESB) allows not only minimizing risks but also increasing the investment attractiveness of Japanese assets for global funds.

Thus, modern requirements for corporate governance and ESG are shaping a new deal landscape, moving toward a more detailed analysis of private equity activity in the Japanese market.

Analysis of deals in the Japanese private equity market

Buyouts and carve-out deals are the most in-demand types of transactions in the Japanese private equity market. The features of carve-out deals in Japan are associated with the need for deep analysis of corporate connections, valuation of non-core assets, and the legal structure.

Take-private deals and corporate delistings are becoming increasingly popular thanks to reforms at the Tokyo Stock Exchange and companies’ desire to optimize capital structure.

COREDO’s solutions in private credit structuring have enabled our clients to gain access to new financing instruments and reduce their cost of capital.

Deal financing and the role of the banking sector

Japanese banks play a key role in supporting leveraged buyouts and large PE deals. In recent years, they have been introducing innovative financial products: from structured loans to hybrid instruments, which increases the availability of financing for international investors.

COREDO’s practice confirms: competent interaInteraction with Japanese banks, consideration of the specifics of the local regulatory framework and integration of innovative products significantly increase deal efficiency.

Practical risks and investment strategies

risk assessment and ROI in Japanese private equity require the use of comprehensive monitoring methodologies: from analysis of macroeconomic factors to evaluation of corporate governance and ESG. COREDO’s solutions include implementing international valuation standards (DCF, comparables, scenario analysis), which allows our clients to make well-founded decisions and forecast returns with high precision.

In one recent case COREDO supported the exit of a European fund through a carve-out, where the key success factor was the integration of ESG standards and transparent communication with the regulator.

Our experience at COREDO has shown that optimizing portfolio structure, integrating innovative financial products and taking into account local trends significantly increase investment efficiency.

Cultural and legal barriers for investors

The impact of linguistic and cultural differences on deals should not be underestimated: COREDO’s successful projects were built on trust, transparent communications and respect for local traditions.

COREDO’s solutions have enabled our clients to work effectively with Japanese PE funds, minimizing risks and speeding up the deal process.

Prospects of the private equity market in Japan after 2025

The democratization of private markets and the introduction of digital platforms provide access to investments for a broader range of participants.

COREDO’s practice shows: flexibility, diversification and integration of ESG factors are becoming key conditions for successful portfolio scaling.

Key conclusions and recommendations for business

• The Japanese private equity market in 2025 offers unique opportunities for buyouts, carve-outs and infrastructure investments, especially in the technology and healthcare sectors.
• Regulatory reforms, new corporate governance and ESG standards significantly increase the market’s transparency and investment attractiveness.
• Effective interaction with Japanese banks, integration of innovative financial products and consideration of local specifics make it possible to optimize deal structure and reduce risks.
• For a successful market entry and portfolio scaling it is critical to take into account cultural and legal nuances, build long-term partnerships and implement international standards for valuation and ROI monitoring.

Market entry and scaling: practical steps

• Conduct comprehensive due diligence taking into account the keiretsu corporate structure and ESG factors.
• Choose an optimal exit strategy (IPO, carve-out, sale to a strategic investor) considering market trends and regulatory requirements.
• Integrate innovative financial products and semi-liquid funds to increase portfolio liquidity.
• Build partnerships with Japanese banks and PE funds, taking into account the specifics of the local business culture.
• Use COREDO’s experience for deal structuring, risk monitoring and ensuring process transparency.

Comparison of deals in the Japanese PE market

In recent years this approach has been actively used in the Japanese market and has led to a number of notable deals.

Successful PE deal cases in Japan

• A European fund acquired a carve-out asset from a Japanese holding, integrated ESG standards and delivered an 18% ROI increase over two years.
• A British investor executed a take-private deal with COREDO’s support, minimizing risks through in-depth analysis of the corporate structure and effective engagement with regulators.
• An Asian fund scaled its portfolio through semi-liquid instruments, using innovative financial products, which increased liquidity and lowered the cost of capital.

Glossary of SEO terms

• Keiretsu, Japanese corporative structure with cross-ownership of shares.
• Carve-out: the separation of part of a business into a separate company for sale or restructuring.
• Take-private: the transfer of a public company into private ownership through delisting.
• Semi-liquid fund, an investment fund with partial liquidity that allows flexible portfolio management.
• ESG, standards of environmental, social, and corporate responsibility.

The Japanese private equity market in 2025: a space for strategic growth, innovation, and long-term partnerships. The solutions developed at COREDO allow our clients to move forward confidently, using the best practices of international consulting, deep market knowledge, and unique experience in supporting complex transactions.

Requirements for banking regulatory exams and regulations

Overview of key regulatory acts

• In the EU, the EBA, CRD V, PSD2 directives are in force, as well as national laws regulating Licensing, stress testing and risk disclosure.
• In Asia and Africa the focus is on local standards (MAS in Singapore, SFC in Hong Kong, CBN in Nigeria), but elements of international standards Basel III, FATF and ISO/IEC 27001 are increasingly being introduced.
• In the CIS and Eastern Europe, the provisions of the Bank of Russia play a key role, in particular No. 851-P and the methodological recommendations 3-MR, as well as requirements for software certification and information security.

Bank of Russia requirements 851-P and methodological recommendations 3-MR

• The PDCA cycle (Plan-Do-Check-Act) as the basis of internal control and change management.
• Implementation of cryptographic protection and anti-fraud technologies (for example, SIM card control, security incident monitoring).
• Software certification with mandatory conformity assessment according to new standards.

International AML KYC standards in regulatory exams

• Verification of beneficiaries when registering legal entities in the EU.
• Integration of digital platforms for storing and processing KYC documents.
• Compliance with FATF, EBA and national regulators’ requirements.

Rules for preparing for banking regulatory exams

Preparation: stages and steps

1. Requirements analysis: audit of current policies, procedures, IT systems, identification of “bottlenecks”.
2. Development of a preparation plan: assigning responsible parties, creating a roadmap, agreeing on timelines.
3. Staff training: conducting trainings on compliance, risk management, AML/KYC, information security.
4. Testing and audit: conducting internal stress tests, modeling exam scenarios, independent readiness audits.

Preparation for banking regulation exams

• Use of a single macro-scenario for stress testing to assess capital and liquidity resilience.
• Implementation of digital platforms to automate data collection and report generation.
• Adaptation of methodologies to regional specifics: for example, in Europe the focus is on disclosure and ESG factors, in Asia on technological resilience and data protection.

Risk Management and Fines for Non-Compliance

• Possible violations of requirements 851-П, CRD V, PSD2.
• Errors in stress testing and reporting.
• Insufficient transaction and customer identification control (AML/KYC).
• Issues with certification and operation of banking software.

Table: Risk Management and Penalty Minimization

Preparation for banking regulatory exams for international companies

Preparing companies to operate in Europe, Asia and Africa

• Aligning internal policies with the requirements of different jurisdictions.
• Implementing unified AML/KYC standards and compliance automation.
• Integrating digital solutions for centralized risk monitoring.

Scaling exam preparation within companies

• A centralized platform for compliance and risk management.
• Automation of reporting preparation and stress testing.
• Implementation of comprehensive AML services taking into account national specifics.

Features of CIS companies’ preparation for the Bank of Russia’s new rules

• Mandatory integration of the PDCA cycle into internal control processes.
• Increased attention to certification of banking software and information security.
• Implementation of anti-fraud technologies and automated transaction monitoring.

Tools for preparing for banking exams

Compliance automation on digital platforms

• Platforms for compliance automation (KYC, AML, transaction monitoring).
• Security incident management systems and cryptographic protection.
• Tools for centralized storage and analysis of stress testing data.

Anti-fraud technologies for exam preparation

Assessing the ROI of preparation for banking regulatory exams

• Reduction in the likelihood of fines and restrictions.
• Optimization of compliance and audit costs.
• Increased transparency and manageability of business processes.

Practical recommendations for successful preparation

• Preparation for banking regulatory exams is a strategic process requiring integration of regulatory requirements into daily activities.
• Use the PDCA cycle to build a system of continuous compliance and change management.
• Implement digital platforms and compliance automation to reduce operational risks.
• Regularly train staff and conduct internal audits to identify and eliminate weaknesses before the regulator arrives.
• Integrate anti-fraud technologies and cryptographic protection systems as part of a unified risk management strategies.
• Assess the ROI of investments in preparation not only by reduced fines, but also by increased transparency, manageability, and scalability of the business.

Last year the level of financial fraud in Latin America increased by 70% compared to 2022, and the total damage to businesses exceeded $10 billion. In Brazil every third online transaction is subject to a fraud attempt, and in Mexico the number of CNP fraud (card-not-present fraud) cases more than doubled over three years. Why are even large fintech companies and banks in the region vulnerable, and how can businesses protect themselves amid rapid digitalization, a shortage of specialists and constantly changing regulatory requirements?

COREDO’s practice shows: effective combating of fraud requires not universal recipes but a strategic approach that takes into account regional specifics, technologies, legislation and real business risks.

In this article I will analyze in detail the key aspects of fraud management in Latin America, from local threats and regulatory changes to AI implementation and ROI assessment. This is not a theoretical overview but a practical guide based on the experience of the COREDO team, which has implemented dozens of projects for company registration, obtaining financial licenses, AML consulting and building comprehensive fraud prevention systems for businesses in Brazil, Mexico, Peru, Chile and other countries in the region. After reading the article, you will gain strategic ideas and tools for effective management of fraud risks in LatAm, and will be able to make decisions that genuinely protect your business.

Fraud management in Latin America

The rise in attacks and new regulatory requirements make it crucial to understand the key *risks* and *types of fraud* companies in the region face.

Risks and types of fraud

Financial fraud in Latin America is highly dynamic and diverse in its schemes. The most common are:

• CNP fraud: card-not-present fraud, especially relevant for e-commerce and fintech. In Brazil and Mexico the share of CNP fraud in the total volume of payment fraud exceeds 60%.
• Fake invoices – forged invoices and payment details used to steal funds from companies and their clients.
• Social engineering and phishing: attacks on employees and users via fake websites, messaging apps and calls, often exploiting local linguistic and cultural characteristics.
• E-commerce fraud – chargebacks for false reasons, credential theft, recipient substitution.

The COREDO team has repeatedly encountered situations where standard fraud detection tools used in Europe or Asia proved ineffective in LatAm due to the specifics of local scenarios – for example, the mass use of WhatsApp for payments or a high share of unbanked segments without bank accounts.

Country-specific features

• Brazil, the largest market, where Pix scams, deepfake fraud, synthetic identities and schemes with fake QR codes are widespread.
• Mexico – high level of CNP fraud, active use of social networks for attacks, weak KYC infrastructure in some banks.
• Peru – growth in fraud via mobile apps, lack of biometric verification, low user awareness of risks.

Implementation of COREDO solutions for fintech companies in these countries has shown: risk management of fraud in LatAm requires continuous adaptation and consideration of local specifics, from language to payment-system peculiarities.

Impact of the digital economy and fintech

The rapid growth of digital services and the fintech ecosystem in Latin America creates new opportunities for business but also increases fraud risks. Inclusion of unserved segments, mass digital onboarding and the shift to real-time payments (Pix, SPEI) require new approaches to fraud management, integration of AI and machine learning, as well as continuous transaction monitoring.

Legislation on combating fraud in Latin America

Legislation to combat fraud in Latin America is evolving to meet unique challenges: the region faces both traditional economic crimes and new cyber threats. Processes differ between countries, but everywhere fighting fraud requires comprehensive regulations and ongoing adaptation to modern risks.

Key regulatory acts

• LGPD (Brazil) – a data protection law regulating the processing of personal data and requiring implementation of KYC, AML and 2FA for financial services.
• Regulations in Peru and Colombia: tightening AML compliance requirements, mandatory use of digital identification and biometrics for banks and fintech companies.
• Mexico: introduction of new standards to combat fraud in payment systems, mandatory company registration with disclosure of beneficiaries and sources of funds.

The solution developed at COREDO for company registration and obtaining licenses in Brazil and Mexico includes a full compliance audit of LGPD, AML and KYC, which allows clients not only to complete registration but also to minimize the risk of fines and account blocks.

New requirements for transaction security and 2FA

In 2024–2025 most regulators in Latin America tightened requirements for transaction security:

• Mandatory implementation of multi-factor authentication (2FA) for all online operations.
• Biometric verification, mandatory for banking applications and digital onboarding.
• Real-time transaction monitoring: a requirement for fintech companies and payment systems.

COREDO’s experience confirms: successful registration and Licensing of companies in the region are impossible without the integration of modern identification tools and compliance with new AML standards.

Regulators and cooperation with business

Effective fight against fraud is impossible without close interaction between businesses, regulators and law enforcement. In Brazil, Mexico and Peru working groups have been created to exchange information about new fraud schemes, conduct joint investigations and implement unified fraud prevention standards.

The COREDO team regularly participates in such collaborations, helping clients not only meet requirements but also gain access to the industry’s best practices.

Impact of new regulations on fraud prevention

New laws and regulations require businesses to be flexible and ready for constant process updates. The implementation of AI analyzers, adaptive risk scoring, and integration of cloud platforms — all this becomes not just a competitive advantage but a prerequisite for operating in Latin America.

Fraud detection and prevention in Latin America

Fraud detection and prevention in Latin America are becoming increasingly relevant due to the growth of digital financial services and the evolution of fraudulent schemes. Banks, fintech companies and online services are forced to implement modern protection methods to ensure user trust and comply with strict cybersecurity requirements. Below we consider the key technologies and approaches that shape the modern system for combating fraud in the region.

Modern technologies for fraud protection

• AI for fraud detection – machine learning and anomaly detection make it possible to identify complex fraud schemes, including deepfake fraud, synthetic identities and social engineering attacks.
• Adaptive risk scoring: dynamic risk assessment for each client and transaction, integrated with cloud platforms.
• Integration of SaaS solutions – cloud monitoring systems that provide real-time analysis and scalability for rapidly growing businesses.

The COREDO team implemented such solutions for fintech companies in Brazil and Mexico, enabling clients to reduce fraud loss per client by 45% in the first year.

Biometrics, digital identification and KYC with 2FA

• Biometric verification: fingerprints, facial recognition, voice identification.
• digital identification and KYC: automated identity verification procedures, integration with government registries.
• 2FA: SMS codes, push notifications, hardware tokens.

COREDO’s solutions in AML and fraud prevention include comprehensive integration of biometrics and digital identification, which significantly reduces the risks of fake registrations and fraud during digital onboarding.

COREDO’s holistic approach not only increases the security of digital onboarding but also provides reliable protection against fraud at all stages of identification. Next we will look at the capabilities of cloud platforms and the implementation of real-time monitoring.

Cloud platforms and real-time monitoring

• Cloud solutions for fraud monitoring: allow businesses to quickly scale systems, integrate new data sources and provide real-time transaction monitoring.
• Integration with payment networks (Visa, FICO, Experian): access to global databases and analytics tools.

COREDO case: for a large fintech in Peru, integration of a cloud platform with local banks and international payment networks was implemented, which reduced dispute rates by 30% and increased ROI from investments in fraud prevention.

Risks of technology implementation

• Lack of cybersecurity specialists: one of the region’s key problems.
• Scaling complexity – rapidly growing companies face the need for constant system updates and staff training.
• Vulnerabilities of digital onboarding: fake documents, synthetic identities, attacks via mobile applications.

The COREDO team helps clients not only implement technologies but also build training and adaptation processes, reducing risks and ensuring compliance with standards.

Managing fraud risk for businesses in Latin America

Managing fraud risk for businesses in Latin America requires a special approach due to the rapid pace of digitization and the high activity of cybercriminals in the region. Without effective strategies and the implementation of best fraud management practices, companies will find it difficult to protect their assets and maintain customer trust amid unique threats and local market specifics.

Best practices for fraud management

• Multi-layered protection: combination of AI, biometrics, 2FA, KYC and manual auditing.
• Regular process audits – review fraud prevention strategies at least once a quarter.
• Information sharing with industry associations: participation in working groups, access to analytics and fraud detection benchmarks.

COREDO case: for an e-commerce platform in Chile, an automated monitoring system integrated with local and international databases was implemented, which reduced fraud loss per client by 50% over one year.

Metrics and KPIs for evaluating effectiveness

COREDO’s practice has shown: regular monitoring of these metrics allows not only identifying weaknesses but also reasonably justifying investments in fraud management.

Whatto evaluate the ROI of scalable solutions

• Scalability is a key criterion for fast-growing fintech companies and e-commerce.
• Integration of cloud platforms allows rapid expansion of functionality and onboarding of new markets.
• ROI assessment — cost and savings analysis, payback period calculation, comparison with industry benchmarks.

The implementation of scalable COREDO solutions for banks and fintech in LatAm has shown: competent integration of AI and cloud platforms can increase ROI by 30–50% by reducing fraud losses and operational expenses.

Balancing security and user convenience

• User experience: minimizing friction during verification, intuitive interfaces, transparent processes.
• Digital onboarding — automation, fast identification, protection against fake documents.
• Balance of security and convenience: a key factor in customer retention and business growth.

The COREDO team helps clients build processes where security does not hinder convenience, but instead becomes a competitive advantage.

Fighting fraud in e-commerce

• Integration of fraud detection with payment gateways — automatic transaction verification, behavior analysis.
• Use of AI to detect anomalies: preventing CNP fraud, fake invoices, returns for fraudulent reasons.
• Cooperation with payment networks, data sharing, joint investigations.

COREDO practice: for a large online retailer in Brazil, an AI-analytics system was implemented that reduced CNP fraud by 40% in 6 months.

Impact of cryptocurrencies on fraud management in Latin America

The impact of cryptocurrencies on fraud management in Latin America is becoming increasingly significant, as the rapid adoption of digital assets creates new opportunities not only for economic growth but also for abuse and fraud. In conditions of weak regulation and heterogeneous control standards, the field of fraud management faces fundamentally new challenges that are important to consider when analyzing cryptocurrency risks.

Cryptocurrency risks

• Cryptocurrency money laundering, using digital assets to conceal sources of funds.
• Fraud in cryptocurrency transactions: fake ICOs, phishing platforms, wallet attacks.
• Growth of A2A fraud — fraud in account-to-account transfers, especially via Pix and similar systems.

COREDO’s AML and fraud prevention solutions for cryptocurrency companies in LatAm include automated transaction monitoring, integration with global databases, and staff training on new fraud schemes.

Cryptocurrency money laundering and protection methods

• Transaction anonymity: complicates identification of fund sources.
• Need to integrate KYC and AML, automate identity verification, monitor transaction chains.
• Cooperation with regulators, information sharing, joint investigations.

The COREDO team implemented projects to register cryptocurrency companies in Brazil and Mexico, taking into account new AML requirements and integration of digital identification.

Impact of new payment methods

• Pix (Brazil), SPEI (Mexico): increased speed and transaction volume, new fraud schemes.
• A2A fraud, attacks on direct transfers, alteration of payment details, phishing.

COREDO recommendations: implementation of real-time monitoring, integration of AI analyzers, training of staff and users.

Minimizing cryptocurrency risks

• Comprehensive AML and KYC, automation, integration with global registries.
• Staff training: regular training sessions, exchange of experience with industry associations.
• Implementation of AI analyzers: detecting anomalies, preventing fraudulent schemes.

Challenges and prospects of fraud management in Latin America

Fraud management in Latin America faces unique challenges: the rapid digitalization of financial services leads to an increase in complex fraud schemes, and regional specifics and varying maturity of regulatory approaches make unified protection standards difficult. These challenges shape the current prospects for the development of fraud management systems, from the adoption of new technologies to increased demand for qualified personnel and interbank cooperation.

Shortage of qualified specialists

impact on business, increased training costs, difficulties in implementing new technologies, decreased effectiveness of fraud prevention.

The COREDO team helps clients build training and knowledge-sharing processes, integrating best practices and international standards.

Need to update systems

• New threats — deepfake fraud, synthetic identities, ransomware.
• adaptation to changes: regular system updates, integration of new data sources, cooperation with industry associations.

COREDO’s practice confirms: only continuous development and adaptation allow businesses to remain protected.

Technology development and collaboration

• Growth of investments in AI and cloud solutions; the fraud prevention market in Latin America is forecasted to double by 2027.
• Collaboration between businesses and regulators, joint projects, information sharing, implementation of unified standards.

The COREDO team participates in international initiatives, helping clients implement best practices and technologies.

Importance of information exchange and collaboration

• Data exchange — creation of common registries, sharing analytics, joint investigations.
• Cooperation with industry associations — access to best practices, training, experience sharing.

The implementation of COREDO solutions for banks and fintechs in the region has shown: information exchange is a key factor in improving the effectiveness of combating fraud.

Conclusions and recommendations for entrepreneurs and executives

• Fraud management in Latin America is not a set of tools, but strategica process requiring the integration of technologies, compliance with regulatory requirements and continuous learning.

Practical steps:

• Implement AI and machine learning to analyze transactions and detect anomalies.
• Integrate biometrics, digital identification, and 2FA to enhance security.
• Use cloud platforms for scalability and real-time monitoring.
• Regularly audit processes and train staff.
• Collaborate with regulators and industry associations, and participate in information sharing.
• Assess the effectiveness of fraud prevention using key metrics (fraud loss per client, dispute rates, ROI).
• Ensure a balance between security and user convenience, minimizing friction during digital onboarding.

When choosing technologies and partners, give preference to solutions that integrate AI, cloud platforms, and comply with international AML and KYC standards. COREDO’s experience shows: such solutions provide not only regulatory compliance but also real protection for the business.

Compliance with legislation and risk minimization – regular audits, integration of new requirements, and training of staff and users.

A balance between security and convenience is the key to retaining customers and growing the business.

This approach allows our clients not only to protect their business, but also to create new opportunities for growth in the region’s digital economy.

What is asset tokenization and its role in business

In practice this means that real estate, commodities, debt instruments, private loans or even intellectual property can be represented as digital tokens reflecting ownership shares, entitlement to income or other economic interests.

Legal support for asset tokenization

One of the key issues is the regulation of tokens as securities. In the EU and the United Kingdom, tokens that grant the right to income or a share in an asset often fall under the MiFID II directives and the Prospectus Regulation, which requires obtaining licenses and providing disclosures to investors.

In COREDO’s practice special attention is paid to the choice of legal structure — most often an SPV (Special Purpose Vehicle) is used, registered in a jurisdiction with transparent regulation of digital assets. For example, for tokenizing infrastructure projects in Estonia we formed an SPV, which allowed optimal management of investor rights and reduced tax risks.

Multi-jurisdictional company registration for tokenization: another challenge. In Europe, Asia and Africa the requirements for constitutional documents, KYC/AML, disclosure of beneficiaries and licensing differ dramatically. COREDO’s experience shows: successful company registration for asset tokenization is possible only with deep localization of legal and compliance procedures. For example, when launching tokenization of financial instruments in Singapore we integrated local MAS (Monetary Authority of Singapore) requirements and international FATF standards, which ensured rapid licensing and product launch without delays.

AML/KYC and compliance in tokenization: meeting requirements

Violation of these requirements leads not only to fines but also to the blocking of operations and loss of market trust. COREDO’s practice confirms: integrating tokenization with AML policies must be implemented at the product architecture level, not as an “add-on” to existing processes.

risk management of compliance: a separate task. In addition to standard client due diligence procedures (CDD, EDD), it is necessary to consider the risks of secondary trading, cross-jurisdictional token movement and interaction with platforms that are not licensed in the EU or the UK. COREDO’s experience shows: to minimize compliance risks and legal barriers in international asset tokenization, it is important to build identification, monitoring and reporting processes that take into account the specifics of each jurisdiction and asset type.

Technologies and platforms for asset tokenization

Today the market is dominated by blockchain platforms for tokenization such as Polymath, Securitize, Atomyze, which support token issuance, integration with AML/KYC, management automation and product scalability.

For example, a solution implemented by COREDO for tokenizing private loans on the Securitize platform provided programmable interest distribution and automatic reporting for investors from the EU and Asia.

Blockchain technologies provide not only transparency and protection against fraud, but also the scalability of tokenized products. For projects with global ambitions, it is critically important to choose platforms that support multi-jurisdictional operations, integration with banking systems and the ability to issue tokens that meet the requirements of different regulators.

Moving on to the specifics of regional initiatives, it is important to consider the features of tokenization in various jurisdictions in Europe, Asia and Africa.

Regional tokenization in Europe, Asia and Africa

For example, the MiCA directive (Markets in Crypto-Assets) in the EU establishes transparent rules for the issuance and circulation of tokens, which facilitates attracting institutional investment and scaling products.

In Asia and Africa, the legal aspects of tokenization require special attention to local specifics. In Singapore, MAS actively supports innovation, but imposes strict AML requirements/KYC and disclosure. In Dubai, a separate regulator (VARA) operates, which allows the launch of tokenization of infrastructure projects with minimal barriers. COREDO’s experience in supporting real estate tokenization in Dubai showed: success depends on the correct choice of jurisdiction for the SPV and full compliance with local standards.

Regional specifics also affect investment strategies. For example, in Africa tokenization of commodities allows attracting capital to infrastructure projects, and in Asia: creating new financial products based on tokenized assets taking into account the specifics of local markets.

Use cases and scaling of tokenized assets

Tokenization of real estate and commodities are among the most in-demand practical scenarios. In one of COREDO’s projects for a European fund, we implemented tokenization of a commercial real estate portfolio using an SPV in Estonia and issuing tokens on the Securitize platform. This not only increased asset liquidity but also expanded the pool of investors by fractionalizing shares and entering new markets.

Scaling tokenized products requires not only technological but also legal flexibility. Using platforms for token issuance that support multi-jurisdictional operations and integration with banking systems allows you to quickly launch new products and enter markets in Europe, Asia and Africa.

Assessing the ROI from asset tokenization is a key question for any business. In practice, metrics include the speed of capital attraction, reduction of transaction costs, growth of liquidity and transparency. In one of COREDO’s cases for tokenizing inventory in the UK, ROI was over 18% in the first year due to accelerated turnover and reduced audit costs.

These effects become especially noticeable when considering changes in company management and investment strategies.

Impact of tokenization on governance and investments

Tokenization changes not only the capital structure but also approaches to corporate governance. Digital ownership shares and programmable assets enable automation of voting, profit distribution and control over the protection of investors’ rights. In COREDO projects for tokenizing intellectual property, we implemented smart contracts that ensure transparent royalty distribution and protection of authors’ rights.

Raising capital through tokenization is becoming an increasingly popular tool for financing infrastructure projects and innovations. Tokenization of financial instruments (for example, treasury bonds or private loans) allows companies to diversify funding sources and reduce the cost of capital.

The long-term prospects for the RWA market are linked to sustainable financing, integration of tokenization into the digital economy and the emergence of new investment strategies based on global liquidity and transparency.

Conclusions and recommendations for entrepreneurs and executives

• Legal support for tokenization should start with choosing the optimal SPV structure, taking into account multi-jurisdictional registration requirements and a deep analysis of regulatory standards in each country.
• AML services for tokenization and integration with KYC/AML policies should be implemented at the product architecture level, using automated monitoring and auditing tools.
• Company registration for asset tokenization requires considerationand local specifics, disclosure of beneficiaries and obtaining the necessary licenses, from crypto to payment and investment.
• Scaling tokenized assets is possible only when choosing technological platforms that support multi-jurisdictional operations, integration with banking systems and compliance with international standards.
• The ROI of asset tokenization is measured by the speed of capital attraction, cost reduction, growth in liquidity and transparency. It is important to use comprehensive metrics and regularly conduct performance audits.

According to a report by the European Commission, in 2023 deep tech startups in the EU accounted for more than 25% of all venture investments in Europe: that is over €17 billion, despite global market turbulence and intensifying competition between regions. An even more impressive fact: on average it takes 7 to 12 years to commercialize a single deep-tech innovation in Europe, and the level of technological risk exceeds 60% at early stages. So why, despite such high barriers and a long horizon, do investments in deep tech in Europe continue to grow, and why are international funds and corporations competing for access to the best European deep technologies?

Today European deep tech is not just a trend or hype, but a strategic choice that determines the region’s technological sovereignty, its ability to compete with the US and Asia and to create long-term added value for the economy. Nevertheless, the path of an investor or entrepreneur in this sector is strewn with difficulties: from finding financing for deep tech projects and navigating the Horizon Europe programs to the legal nuances of company registration and intellectual property protection.

In this article I, Nikita Veremeev, founder of COREDO, will share practical recommendations and strategies that the COREDO team has implemented for clients in the EU, the Czech Republic, Slovakia, Cyprus, Estonia, the United Kingdom, Singapore and Dubai. You will learn how to effectively attract investment into deep tech projects in Europe, manage risks, scale deep tech startups and build a sustainable business at the intersection of science and innovation. If you are looking not for theory but for proven practices and deep understanding: I recommend reading the article to the end.

Investments in deep tech in Europe: features and trends

Deep tech is not just startups, but companies based on fundamental scientific discoveries, breakthrough technologies and long R&D cycles. In Europe, deep tech technologies and businesses have traditionally been associated with quantum computing, biotechnology, artificial intelligence, blockchain and new materials. The specifics of investing in deep tech here are determined not only by the level of innovation, but also by a strategic course toward technological sovereignty.

Unlike the US, where private venture funds and fast exit strategies dominate, the European approach to deep tech investment is more institutional and oriented toward long-term support for fundamental scientific discoveries. For example, the European Innovation Council (EIC) and the European Investment Bank actively invest in deep-tech innovations, reducing risks for private investors and stimulating the commercialization of scientific developments.

COREDO’s experience confirms: for EU deep tech startups, not only the amount of financing matters, but also access to the ecosystem — accelerators, incubators, corporate partners and research centers. That is why scaling deep tech startups requires integration into EU innovation ecosystems and building strategic alliances.

European Innovation Council: role in financing deep tech

In recent years the European Innovation Council for deep tech has become a key driver of the sector’s development. The EIC Accelerator and EIC Fund programs provide grants and equity financing at early and growth stages, which is especially important for startups with long R&D cycles. A solution developed by COREDO for one client in the Czech Republic enabled the attraction of funding for deep tech projects at the Pre-Seed stage through participation in the EIC Accelerator, which provided not only capital but also access to mentoring support and international partners.

Equally significant is the role of the European Investment Bank in deep tech: the bank actively invests in infrastructure projects, venture funds and direct financing of deep tech startups, reducing the shortage of late-stage checks and stimulating long-term development.

Funding and scaling deep tech startups in the EU

Funding deep tech projects in Europe goes through several key stages:

• Pre-Seed: the idea and prototype stage, where primary funding comes from the EIC Accelerator, accelerators and business angels. Technological risk is particularly high here, and support from innovation programs is important.
• Seed: the product development stage, when the startup proves the viability of the technology. Venture funding for deep tech, government grants and corporate funds become the main sources of capital.
• Growth (Late stage): scaling and market entry. Here there is a shortage of late-stage checks, as European funds are often less prepared for large investments than American or Asian players.

The COREDO team has repeatedly supported clients at all stages, from preparing documents for participation in Horizon Europe to attracting private investors and venture funds. Special attention is paid to building a transparent capital structure and legal clarity of transactions, which is critical for EU deep tech startups seeking international financing.

Scaling deep tech startups requires not only investment, but integration into innovation ecosystems: cooperation with universities, corporations, accelerators and research centers. COREDO’s experience has shown that startups that build strategic partnerships at early stages reach the export stage and global competitiveness 2.5 times faster.

Thus, the successful development of deep tech projects directly depends on competent managmanagement of risks and a strategic approach to investments.

Risk management and investments in deep tech

Investing in deep technologies involves unique risks:

• Technological risks: uncertainty of scientific results, long development cycles, high likelihood of pivot.
• Market risks: difficulty entering the market, the need to scale innovations, competition with the US and Asia.
• Regulatory risks: complex requirements for licensing, IP protection, compliance and AML.

COREDO’s practice confirms: effective risk management in deep tech investments is built on portfolio diversification, legal Due Diligence and integration of tools for assessing ROI of investments in deep technologies. We use metrics that take into account not only financial returns but also scientific novelty, patent potential, time-to-market and degree of industrial integration.

Legal support for deep tech companies in Europe

One of the key challenges for deep tech startups is the correct registration of a legal entity and compliance with all regulatory requirements. Features of legal entity registration for deep tech startups in the EU include:

• Choosing the optimal jurisdiction (Czech Republic, Estonia, Cyprus, United Kingdom, Singapore, Dubai) taking into account tax burden, access to support programs and licensing requirements.
• Drafting constitutional documents with an emphasis on protecting intellectual property in deep tech and allocating IP rights among founders, investors and employees.
• obtaining financial licenses (for crypto and fintech projects, forex, payment services), which requires deep understanding of European and international standards.

The solution developed by COREDO for one of the biotech startups in Estonia enabled not only a rapid registration, but also obtaining the necessary licenses to work with medical data and AI, which is critical for entering the EU market.

COREDO’s experience has shown that regular audits and the implementation of automated AML systems reduce regulatory risks and increase investor confidence.

Thus, legally sound registration, timely obtaining of licenses and implementation of compliance procedures become the foundation for sustainable development of deep tech projects and readiness for international expansion.

International registration of startups from the EU

Startups from countries with low innovation potential (widening countries of the EU) face additional barriers: access to financing, lack of accelerators and registration difficulties. Horizon Europe programs for deep tech provide grants and mentoring support, allowing such companies to integrate into European innovation ecosystems.

The COREDO team implemented cases of registering and supporting companies from widening countries, helping them gain access to deep tech support programs in the EU and enter international markets.

Deep tech: trends and prospects in Europe

Today, innovations in Europe are defined by several key directions:

• Quantum technologies: Europe holds leading positions by number of startups and patents, and investments in quantum technologies and AI in Europe grow annually by 20–30%.
• artificial intelligence and blockchain: integration of these technologies into deep tech projects makes it possible to create new business models, increase efficiency and protect intellectual property.
• Biotechnologies: European deep technologies in biomedicine and pharma are becoming a driver of exports and global competitiveness.

The influence of the US and Asia on the European deep tech market is felt primarily in the competition for talent and capital. At the same time, the EU’s strategic course towards technological sovereignty and scaling of innovation ecosystems allows it to maintain leading positions in a number of segments.

COREDO’s practice has shown: startups focused on industrial implementation and cooperation with corporations achieve sustainable growth faster and attract long-term investments.

Exit and commercialization strategies for deep tech innovations

Scaling deep tech startups and entering international markets require a comprehensive approach:

• Best practices for scaling deep tech projects in the EU include forming partnerships with universities, participating in accelerators and incubators, and using Horizon Europe programs.
• Commercialization of scientific developments is impossible without effective protection of intellectual property in deep tech: patenting, Licensing, and formalizing rights to research results.
• Long-term investments and exit strategies for deep tech projects are built on phased capital raising, strategic alliances with corporations and funds, as well as preparation for IPO or M&A.

COREDO’s experience has shown that early elaboration of an exit strategy and implementation of tools for assessing the performance of deep techinnovations allow reducing risks and increasing a startup’s attractiveness to investors.

Understanding these principles forms the basis for successful fundraising and building a sustainable deep tech business in Europe.

Investments and business in deep tech Europe: recommendations

1. How to attract venture investments and government support
   Participate in EIC Accelerator and Horizon Europe competitions, seek partnerships with corporate funds and international accelerators. Solutions implemented by COREDO have shown that preparing a quality business plan and a transparent IP structure are critical success factors.
2. Risk management and building a sustainable business
   Implement risk management in deep tech investments: legal due diligence, portfolio diversification, regular audits of compliance and AML procedures.
3. Key performance metrics and ROI for deep tech investments
   Evaluate not only financial returns, but also scientific novelty, patent potential, time-to-market, and degree of industrial integration.
4. Choosing reliable partners and legal support
   Building a deep tech business is impossible without professional support: company registration, licensing, IP protection, compliance and AML. COREDO’s experience confirms: comprehensive support at all stages is the key to long-term success.

Investments in European deep tech: key findings and prospects

European deep tech is a market with unique opportunities and high barriers, where success is determined not only by innovation, but also by a strategic approach to financing, legal support, and risk management. COREDO’s practice shows: integration into innovation ecosystems, participation in support programs, intellectual property protection and transparency of business processes are key factors for investors and entrepreneurs.

In the coming years, the long-term prospects for deep tech in Europe will be determined by the development of quantum technologies, AI, biotechnology and blockchain, as well as companies’ ability to scale effectively and expand into international markets. If you aim not just to invest but to create the future: European deep tech opens unique opportunities for growth and global leadership.

Funding stages of deep tech startups and sources of investment

Risk officer and risk management in the company

The risk officer plays a key role in ensuring effective risk management in a company, helping the business be resilient to external and internal threats and achieve strategic objectives. In today’s conditions of constant market changes, a competent approach to risk management and the professionalism of the risk officer become one of the factors of competitiveness and stability of the organization.

Who a risk officer is and their role in business

The risk officer is not just a controller but the architect of the company’s resilience. Their area of responsibility long ago went beyond formal compliance with standards: today the risk officer shapes the company’s risk management strategy, integrating compliance, internal audit and corporate security into a single system. In practice COREDO confirms: in international companies the role of the risk officer is especially significant when entering new markets, registering legal entities in the EU, the UK, Singapore or Dubai and obtaining licenses for financial and crypto operations.

In international business, the risk officer becomes a link between top management, the company’s legal support and external auditors. Their task is not only to identify and minimize operational, legal and cyber risks, but also to ensure process transparency for shareholders and regulators.

Risk management and enterprise risk management (ERM)

Effective risk management is built on the principles of enterprise risk management (ERM), where standards such as ISO 31000 and best GRC (Governance, Risk, Compliance) practices play a key role. According to COREDO’s experience, implementing ERM allows integrating risk assessment and monitoring into daily business processes, providing not only compliance with regulatory requirements but also increased operational efficiency.

In European and Asian companies, COREDO’s practice has shown that a systematic approach to risk management reduces the likelihood of legal disputes, account freezes and fines for violating AML/KYC procedures. Regular risk assessment, internal audit and process automation are basic elements of effective risk management that allow scaling the business without losing control.

Thus, modern risk management is unthinkable without the close integration of AML and compliance tools, which create a new set of tasks for the risk officer.

Impact of AML and compliance on the risk officer’s work

AML services for companies today are an integral part of the risk officer’s work, especially in the financial sector and when registering legal entities in the EU and Asia. Anti-money laundering legislation (AML) in Asia and Europe requires not only the implementation of formal procedures but also continuous transaction monitoring, staff training and interaction with regulators.

The solution developed at COREDO for clients entering the Singapore or Estonia markets includes comprehensive integration of AML/KYC procedures into business processes, which helps minimize the risk of account freezes and speeds up obtaining licenses. Implementing compliance control becomes a competitive advantage, allowing companies not only to meet requirements but also to build trust with international partners.

Key habits of effective risk officers

The key habits of effective risk officers form the foundation of a reliable risk management system in a company. Implementing these habits allows timely detection of threats and minimizing possible consequences, turning risk management into a proactive and systematic process.

Proactive identification and assessment of risks in work

An effective risk officer acts ahead of time: they do not wait for an incident but build a system of proactive risk identification and assessment. In COREDO’s practice this is implemented through regular risk assessment sessions, the introduction of early warning systems and the use of digital tools to monitor operational and cyber risks.

For example, when registering legal entities in the EU, the COREDO team implements risk assessment procedures at the Due Diligence stage, which allows identifying potential threats even before operations begin. This approach reduces the likelihood of legal conflicts and financial losses, especially when working in jurisdictions with increased AML control requirements.

Interaction with legal support and compliance

One of the key skills of a risk officer is effective communication with the company’s legal support and the compliance department. In practice, COREDO has implemented projects where the risk officer acted as a coordinator between external lawyers, internal auditors and top management, ensuring consistency of actions when registering companies in the United Kingdom, Slovakia and Dubai.

Effective collaboration not only allows for fast responses to changes in regulatory requirements, but also minimizes legal risks associated with entering new markets and obtaining financial licenses. It is important that the risk officer possesses up-to-date knowledge in international law, compliance standards and the specifics of AML control in different jurisdictions.

Professional training and skill development

The risk management market changes faster than internal regulations can be updated. Best practices in risk management for executives include regular training and the development of risk officers’ competencies — from studying new ISO 31000 standards to obtaining certifications in AML/KYC and digital security.

At COREDO, risk officer training is built on the principles of continuous development: participation in international conferences, exchange of experience with colleagues from Europe and Asia, and the implementation of new risk assessment and monitoring methodologies. This approach not only helps meet regulator requirements but also fosters a risk-aware culture within the company.

In current conditions, the development of risk competencies must go hand in hand with the adoption of innovative digital tools that open up new opportunities for automating risk management.

Automation of risk management with digital technologies

The impact of digital technologies on risk management cannot be overstated. automation of processes in risk management, the implementation of GRC systems and the use of analytics platforms for big data analysis allow the risk officer to focus on strategic tasks rather than routine checks.

COREDO’s practice confirms: the adoption of digital tools for transaction monitoring, cyber threat analysis and compliance automation reduces operational costs and increases the accuracy of risk assessment. This is especially relevant for companies operating in multiple jurisdictions and facing varying AML control requirements.

Risk management in Europe, Asia and Africa: practical tips

Risk management in Europe, Asia and Africa requires not only a standardized approach but also consideration of regional specifics that affect the effectiveness of measures and management tools. In current conditions, issues of AML control, responses to natural disasters and interaction with regulators gain particular importance, requiring comprehensive and practical solutions for business.

Risk management and AML control in Europe

Business risks in Europe are largely determined by the complexity of the regulatory environment and the diversity of requirements for AML/KYC procedures. Registration of legal entities in the EU requires a deep understanding of national and pan-European standards, regular interaction with regulators and the implementation of internal control systems.

In one of COREDO’s cases for a client opening a payment company in Estonia, a comprehensive approach was implemented: integration of AML services for companies, automation of transaction monitoring and staff training in compliance standards. This approach made it possible not only to obtain a license but also to build long-term relationships with banks and auditors.

Anti-money laundering legislation and compliance in Asia

Anti-money laundering legislation (AML) in Asia is characterized by a high pace of change and an emphasis on digital client identification procedures. Successful registration and licensing of legal entities in Singapore or Hong Kong requires not only the implementation of AML/KYC procedures but also the constant updating of internal policies in accordance with local regulators’ requirements.

The COREDO team supported the implementation of AML programs in CIS companies entering Southeast Asian markets. Special attention was paid to the specifics of AML control in different jurisdictions, the integration of digital platforms for transaction monitoring and training employees to work with new standards.

Legal risks and risk management in Africa

African markets attract international business with high growth potential but require a special approach to managing legal risks and scaling risk management. Strategies to minimize legal risks in Africa include deep due diligence of partners, adapting compliance processes to local specifics and implementing early warning systems.

COREDO’s experience has shown: for transnational companies it is critical to scale risk management processes using centralized GRC systems and digital tools for risk analysis. This approach ensures transparency and controllability even when operating in regions with high volatility of political and economic factors.

Risk officer effectiveness metrics

Risk officer effectiveness metrics not only make it possible to measure the results of risk management work, but also provide transparency of processes for company leadership. It is through such indicators that it becomes possible to objectively assess how timely and effectively risk reduction strategies are being implemented, and whether the company aligns with its stated business goals and acceptable risk levels.

Thus, the use of effective metrics creates the basis for moving on to consider key indicators in the field of risk management.

KPI and ROI in risk management – main indicators

The effectiveness of a risk officer cannot be assessed without clear KPIs and ROI metrics. In practice, COREDO uses the following indicators:

• Share of risks identified and eliminated before an incident
• Response time to incidents and regulatory requests
• Number of successfully completed checks and audits
• ROI from implementing AML programs (reduction of fines, faster licensing, increased partner trust)
• Level of automation of risk management processes

The table presents the main metrics for assessing the effectiveness of risk management

to the officer:

Implementing GRC systems and internal audit

Implementing GRC systems (Governance, Risk, Compliance) allows integrating risk management, compliance, and internal audit into a single digital platform. This approach ensures process transparency, automated reporting, and effective internal control.

COREDO’s practice has shown: companies using modern GRC systems undergo regulatory inspections faster, minimize human error and increase ROI from risk management. Internal audit becomes not a formality but a tool for strategic development.

Automation tools and digital technologies to increase efficiency

A modern risk officer uses digital tools for big data analysis, transaction monitoring and compliance automation. Among the most effective solutions are AI-based systems for anomaly detection, platforms for automated KYC, and tools for cyber risk assessment.

Implementing such solutions at COREDO allowed clients to reduce operational costs, speed up the company registration processes in the EU and Asia, and increase transparency for regulators and partners.

How to improve the effectiveness of a risk officer?

Improving a risk officer’s effectiveness is only possible with a systemic approach to risk management and the formation of an appropriate corporate culture. The degree of protection against unforeseen losses and success in achieving strategic goals depends on how well the processes for risk identification, analysis, and communication are arranged.

Risk culture development and risk management in the company

Building a risk culture is a key factor for long-term resilience. An effective risk officer does not limit themselves to implementing procedures but builds a risk management strategy, integrating it into the corporate culture and the company’s strategic planning.

The COREDO team has implemented projects where introducing a risk culture reduced the number of incidents and increased employee engagement in compliance processes. This approach not only minimizes legal and operational risks but also enhances business competitiveness.

Interaction with regulators and auditors

Open and professional interaction with regulators and auditors is the key to successful inspections and obtaining licenses. A risk officer should not only know regulatory requirements but also be able to argue the company’s position and build trusting relationships with external auditors and legal partners.

COREDO’s practice confirms: process transparency, timely updates of internal policies, and regular staff training help minimize a risk officer’s legal liability and reduce the likelihood of sanctions.

Managing personnel risks in the risk management team

Personnel risks in risk management teams are often underestimated. An effective risk officer builds a system of training and competency development, and implements mechanisms of internal control and employee motivation.

At COREDO, special attention is paid to forming multidisciplinary teams where AML, compliance, and legal support experts work closely together. This approach allows for rapid response to changes in regulatory requirements and ensures process resilience even amid high staff turnover.

Early warning systems and risk monitoring

Early warning systems for risks are not only digital tools but also organizational practices that allow threats to be identified at early stages. An effective risk officer implements regular monitoring of key indicators, analyzes external and internal data, and initiates corrective actions before an incident occurs.

Solutions developed at COREDO include integrating early warning systems into due diligence processes, AML monitoring, and strategic planning. This approach ensures flexibility and adaptability to rapidly changing market conditions.

Key conclusions and recommendations for entrepreneurs

• An effective risk officer is a strategic business partner, integrating compliance, AML, and legal support into a unified risk management system.
• Key habits: proactive risk identification, continuous learning, use of digital technologies, effective communication with legal and compliance departments.
• To assess effectiveness use KPIs: percentage of incidents prevented, ROI from AML programs, level of automation and employee engagement.
• Implement GRC systems, develop a risk culture, and provide regular team training.
• When choosing a risk officer and legal partner, pay attention to experience in international jurisdictions, knowledge of regulatory requirements in the EU, Asia, and Africa, and the ability to scale risk management processes.
• To minimize risks when registering legal entities internationally and obtaining financial licenses, integrate AML/KYC procedures, automate compliance, and build open interaction with regulators.

COREDO’s practice confirms: only a comprehensive, strategic, and technological approach to risk management allows not only meeting requirements but also turning risk management into a source of sustainable growth and trust in international markets.

The corporate bond market, an effective alternative to bank lending, especially in conditions of widening credit spreads.

Advantages:

• More flexible cost of borrowed capital
• Ability to hedge risks through financial derivatives
• Access to a broader pool of investors

Thus, choosing the optimal combination of financial instruments becomes especially relevant when managing credit spreads and associated risks across different regional markets.

Managing credit spreads and risks in Europe, Asia and the CIS

Particular attention is paid to the variety of approaches across regions – in Europe, Asia and the CIS, where the dynamics of credit spreads and banking regulation standards differ substantially and directly affect risk management strategies.

Regional credit spreads and banking standards

In Europe and Asia there are significant differences in the structure of credit spreads, capital requirements, and risk management standards. For example, in the EU the emphasis is on transparency and integration of ESG factors, while in Asia, on flexibility and speed of decision-making.

The COREDO team has implemented projects for registering legal entities and obtaining financial licenses in the Czech Republic, Slovakia, Singapore, Dubai and the United Kingdom, taking into account the specifics of regional banking standards and credit portfolio requirements.

International regulation and credit risk

International reporting standards (IFRS), Basel III/IV requirements and local regulation shape a unique legal environment for assessing and managing credit risk. It is important to consider:

• Financial monitoring standards
• Legal disclosure requirements
• Mechanisms for protecting the rights of creditors and borrowers

COREDO’s solutions include legal support for companies, integration of AML services and ensuring compliance with international standards.

Scaling business with new banking standards

To scale a business in an international environment it is critically important to:

• Diversify the credit portfolio
• Manage bank capital in line with new standards
• Implement hedging and crisis management strategies

COREDO’s practice confirms that a comprehensive approach to risk management allows companies to effectively expand business in Europe, Asia and the CIS.

Credit spreads and risk management in banks by 2025

Against the backdrop of changing key rate dynamics and rising debt market volatility, banks are forced to adjust approaches to risk assessment and the formation of credit terms.

Forecast of credit spreads and key interest rates for 2025

Analysis by leading rating agencies and bank analysts shows:

• High credit spreads in Europe and Asia are expected to persist through the end of 2025
• Central banks’ key rates will remain elevated, which will increase pressure on the cost of borrowed capital
• Companies with high credit ratings will be able to reduce spreads through transparency and diversification of funding sources

Impact of ESG and technology on banking risk and standards

ESG factors are becoming a key driver of changes in banking standards and credit spread management. Integration of sustainable practices, transparency and digitalization of risk management: trends that have already been implemented in COREDO projects.

The use of financial derivatives and hedging instruments allows companies to reduce risks and optimize capital structure.

Long-term consequences of new standards for business

The long-term consequences of changes in banking standards include:

• Increased requirements for liquidity and credit portfolio management
• The need to implement crisis management
• An increase in the role of automation and FinTech solutions

The COREDO team recommends integrating modern risk management methods and regularly updating capital management strategies.

Thus, the further development of the banking sector will require businesses to take a more attentive approach to credit spread issues and risk management.

Managing credit spreads and risks for businesses

Managing credit spreads and risks for businesses allows significant influence over the cost of borrowed funds and the level of financial threats to a company. Proper management of these instruments helps minimize costs and increase business resilience to external shocks.

How to reduce the impact of the credit spread on loan cost

To assess the impact of the credit spread on loan cost, use:

• Analysis of the credit portfolio structure
• Financial modeling taking macroeconomic factors into account
• Assessment of return on investment (ROI), considering spread dynamics

COREDO’s solutions allow minimizing the spread by diversifying funding sources and integrating alternative financingation.

Credit risk management in international companies

Key practices:

• Implementing risk management standards aligned with Basel IV and IFRS
• Regular stress testing and credit monitoring
• Automation of credit risk assessment and integration of FinTech solutions

COREDO’s experience confirms the effectiveness of a comprehensive approach to managing the credit spread for international companies.

Protecting business and optimizing lending through banking standards

Implement:

• New regulatory requirements for credit spreads
• Risk management tools in banks
• Transparent banking lending procedures

COREDO’s practice includes legal support for companies, registration of legal entities in the EU and Asia, as well as integration of AML services and financial monitoring.

How to choose a partner for legal and financial support of your business?

When choosing a partner, pay attention to:

• Depth of expertise in the international legal and financial field
• Experience in registering legal entities and obtaining licenses in the EU, Asia, and the CIS
• Comprehensiveness of services provided: from AML consulting to transaction support

The COREDO team supports clients at every stage: from company registration to obtaining financial licenses and implementing risk management.

Key takeaways and practical steps

• The credit spread is a key indicator of the cost of borrowed capital and the level of credit risk.
• The new 2025 banking standards require a comprehensive approach to risk and capital management.
• For international businesses, it is critical to integrate automation, FinTech solutions, and modern stress-testing methods.
• Alternative financing instruments (corporate bonds, derivatives, hedging) allow optimization of capital structure and risk reduction.
• Regular credit portfolio monitoring, legal support, and compliance with international standards are the foundation of business resilience.

Comparison of the impact of factors on the credit spread

*Infographic (description):*

Mechanism of credit spread formation:

1. Assessment of credit risk and rating
2. Analysis of macroeconomic factors
3. Consideration of regulatory requirements and banking standards
4. Optimization of capital structure and selection of funding sources
5. Monitoring and automation of risk management

*Links to regulatory documents and analytical reports:*

• Basel III/IV
• S&P Global, Moody’s, Fitch
• International Financial Reporting Standards (IFRS)
• Regulatory acts of the EU, the UK, Singapore, Dubai

In the world of tech entrepreneurship one fact surprises even experienced analysts: more than 40% of startup founders with valuations over $1 billion: graduates of just ten universities worldwide. At the same time, annually in the US alone university startups attract venture investments totaling more than $20 billion, and in Israel there is more than one successful startup per graduate of Tel Aviv University. Why do some universities become generators of entrepreneurial success while others are merely observers? How does the college ranking by number of startup founders affect investors’ strategy and the choice of business education? And what legal and financial nuances do entrepreneurs from Europe, Asia and the CIS need to consider in order to scale their projects globally?

In this article I not only analyze global university rankings by number of startup founders, but also reveal practical aspects: from assessing the ROI of university programs to the legal subtleties of company registration in the EU and Asia. The COREDO team has practically proven that the right choice of educational environment and competent legal support are the key to sustainable growth and a startup’s investment attractiveness. If you are looking for strategic ideas, real cases and clear recommendations, read the article to the end: here you will find tools that will help not only choose the best university for entrepreneurs but also build a business with global potential.

University ranking by number of startup founders

Global rankings record annually which universities become real catalysts for creating new companies and which occupy leading positions by the number of entrepreneurs among alumni.

Overview of global rankings

Annual rankings, such as PitchBook University Rankings 2025, provide an objective picture: US universities dominate by number of startup founders and by the volume of venture capital raised. Stanford, MIT, UC Berkeley, Harvard and University of Pennsylvania: these institutions not only lead in the number of successful startups but also form entrepreneurial ecosystems closely linked to Silicon Valley and the largest venture funds. According to PitchBook, Stanford alumni alone founded more than 1 500 startups that attracted over $100 billion in investment.

Israeli universities: Tel Aviv University and Technion occupy leading positions in the MENA region and are in the world’s top 20 by number of founders of technology companies. A unique acceleration model operates here: universities are integrated with venture funds and government innovation support programs.

European universities, Oxford, Cambridge, ETH Zurich, Technical University of Munich: show steady growth in startup activity, especially in deep tech, biotechnology and fintech. In Asia, the standouts are National University of Singapore, Tsinghua University (China), KAIST (South Korea), where university startup incubators and accelerators become entry points for global investors.

Top 10 universities by startup founders and venture capital

These startup success indicators are not only quantitative but also reflect capitalization, investment activity and strategic partnerships between universities and investors.

Ranking and key metrics of universities for entrepreneurship

The ranking and key metrics of universities for entrepreneurship make it possible to objectively assess which institutions become leaders in training future entrepreneurs and creating successful startups. Key metrics and evaluation methods form a transparent picture of how universities influence entrepreneurial development and what role they play in shaping the business environment.

Metrics and methods of performance evaluation

Classic metrics of university rankings by startups created include:

• The number of startups founded by alumni over the past 10 years.
• The amount of venture capital raised (VC Funding).
• Share of startups with a valuation >$100 million.
• ROI from university startup support programs, the ratio of investments in accelerators, incubators and educational initiatives to the capitalization of the companies created.
• Methodologies for assessing entrepreneurial potential: models are used that take into account not only the number of companies but also their long-term sustainability, the innovativeness of business models and the multicultural composition of teams.

The role of business schools and accelerators

Business schools such as Wharton, INSEAD, London Business School play a key role in shaping entrepreneurial skills, providing access to mentorship, networking and venture capital. University startup incubators and accelerators, Y Combinator (Stanford), StartX, Cambridge Enterprise, become entry points for investors and a platform for testing innovative business models.

Venture investments and universities are not just financial flows, but strategic partnerships where universities act as hubs for innovation and investors as growth catalysts.

Impact of university education on startups

The impact of university education on startups manifests not only in teaching basic knowledge, but also in creating an environment for technological entrepreneurship, from accelerators to venture funds. In recent years universities have become centers for the mass launch of innovative startups, creating new opportunities for students and young entrepreneurs.

How do universities stimulate entrepreneurship?

Modern universities integrate entrepreneurial ecosystems into the educational process:

• Innovative technologies in entrepreneur education – from online courses on tech entrepreneurship to labs for testing business models.
• The role of mentorship and networking, participation in accelerators, access to industry experts, corporate partners and investors.
• Business education and innovation, MBA programs, master’s degrees in entrepreneurship, specializations in fintech, biotechnology and artificial intelligence.

Successful alumni startups, examples

• Google (Stanford), Dropbox (MIT), Palantir (Stanford), Mobileye (Technion, Israel), BioNTech (Johannes Gutenberg University Mainz, Germany), cases demonstrating how university ecosystems become catalysts for global innovation.
• In Europe and Asia, TransferWise (Estonia), Grab (National University of Singapore), SenseTime (Tsinghua University): examples where university accelerators and support from business schools became the foundation for scaling businesses.

Geographic analysis of Europe, Asia and the CIS

Geographic analysis of Europe, Asia and the CIS allows identifying key features that shape the modern landscape of education and innovation in these regions. Such a comparison opens up opportunities for a deeper understanding of the role of universities and local ecosystems in the economic and social development of the countries in this macroregion.

Universities and regional ecosystems

In Europe, Oxford, Cambridge, ETH Zurich, Technical University of Munich lead – here startup activity is stimulated by government grants, accelerators and multicultural teams. In Asia: National University of Singapore, Tsinghua University, KAIST: universities are integrated into innovation clusters and closely cooperate with venture funds and government development institutions.

COREDO’s practice has shown that entrepreneurs from the CIS who choose European and Asian universities face the need to adapt business models to multicultural ecosystems and the requirements of local legislation.

Regional economy and multicultural ecosystems

The region’s economy directly influences graduates’ startup activity: in countries with a developed venture market (USA, Israel, Singapore) universities become centers attracting investment and talent. Multicultural startup ecosystems are the key to forming global teams and adapting products to different markets.

Legal support for startups of university graduates

Legal support for startups of university graduates provides young entrepreneurs with legal protection and assistance at all stages of their projects’ development. This is especially important when entering international markets, where proper registration and structuring of a business in different jurisdictions, such as the EU and Asia, require consideration of many nuances and laws.

Registration of legal entities for startups in the EU and Asia

Registration of legal entities for startups is a strategic stage that requires a deep analysis of jurisdictions, tax regimes and compliance requirements. In the EU popular forms include GmbH (Germany), SARL (France), Limited (United Kingdom), OÜ (Estonia), in Asia: Private Limited (Singapore), Kabushiki Kaisha (Japan), LLC (UAE).

The COREDO team has implemented dozens of company registration projects in the Czech Republic, Slovakia, Cyprus, Estonia, the United Kingdom, Singapore and Dubai, providing comprehensive legal support: from choosing the optimal form to obtaining financial licenses (crypto, banking, forex, payment services).

AML and compliance: basics and practice

In the EU and Asia there are strict KYC/AML standards requiring transparency.

of company structure, sources of funding and business processes.

Our experience at COREDO has shown: startups founded by university graduates often face the need to implement compliance procedures at early stages, especially when obtaining financial licenses and opening corporate accounts abroad.

Legal support and corporate risk management

Legal support for startups includes:

• choosing a jurisdiction taking into account tax and investment advantages.
• Preparation of corporate documents, charter documents, and investor agreements.
• Implementation of AML and compliance procedures, management of corporate risks.
• Obtaining licenses for activities in fintech, crypto, and payment services.

Legal factors affecting investments in startups

Legal factors affecting investments in startups are becoming increasingly important when choosing an investment target, structuring a deal and protecting the long-term interests of both parties. It is legislative transparency, proper contract drafting and adherence to compliance standards that significantly reduce legal risks and increase investor confidence in young companies.

Issues of transparency in conducting business and organizing compliance become key to minimizing risks and strengthening trust between an investor and a startup, which directly leads to a detailed consideration of the mechanism of legal transparency and compliance observance.

Legal transparency and compliance

Legal transparency and adherence to international compliance standards are critically important for venture investors. Startups with a clear structure, transparent corporate documentation and implemented AML procedures gain an advantage when attracting external investment and strategic partners.

Risk management and business scaling

Scaling startups requires:

• Legal adaptation of the business model to the requirements of different markets (EU, Asia, the United Kingdom, Singapore, Dubai).
• Implementation of corporate risk management procedures: protection of intellectual property, structuring investments, optimizing tax burden.
• Comprehensive support at all stages, from company registration to an IPO or M&A.

The COREDO team has supported projects where legal preparation and compliance became a decisive factor for success in attracting venture capital and scaling the business internationally.

Practical recommendations for entrepreneurs and executives

Practical recommendations for entrepreneurs and executives are especially relevant when making key decisions that affect professional growth and business development. In particular, choosing a university for entrepreneurship requires a balanced approach that takes into account the specifics of educational programs, opportunities for startups and subsequent career trajectory.

Choosing a university for entrepreneurship

When choosing a university for entrepreneurial education, it is important to consider not only college rankings by number of founders but also the presence of accelerators, business schools, innovation support programs and strategic partnerships with investors. The best universities for entrepreneurs are not only Stanford and MIT, but also Oxford, Cambridge, National University of Singapore, ETH Zurich, Tel Aviv University.

Best practices for supporting startups

• Participation in accelerators and incubators at universities.
• Using university mentorship and networking programs.
• Incorporating innovative technologies into the educational process.
• Collaboration with venture funds and corporate partners.

Effective use of university programs

• Assessing the ROI of investments in university startups: analysis of long-term capitalization, business model resilience and quality of support.
• Implementing risk management procedures: legal protection, compliance, structuring corporate processes.
• Choosing a jurisdiction for company registration: analysis of tax regimes, licensing requirements, and AML compliance specifics.

COREDO’s practice has shown that comprehensive support, from educational programs to legal assistance, ensures a startup’s sustainable growth and investment attractiveness.

Key conclusions and recommendations

Analysis of the colleges’ ranking by number of startup founders demonstrates: the success of entrepreneurial projects is determined not only by the quality of education, but also by the presence of accelerators, strategic partnerships, legal transparency and innovation support. For entrepreneurs from Europe, Asia and the CIS, choosing a university, integrating into global startup ecosystems and competent legal support are key factors for long-term success.

Use the experience of market leaders, implement best practices for supporting startups and ensure process transparency—this is the key to investor trust and sustainable growth for your business.

Additional tips and recommendations

Comparative table of leading universities by key metrics

Case studies of successful startups from various regions

• BioNTech (Germany): a biotechnology startup founded by university alumni, went public and became a global leader in mRNA technologies.
• Grab (Singapore): a startup that grew out of a university accelerator, attracted more than $10 billion in investment and became the largest platform in the region.
• Mobileye (Israel): an example of successful integration of university research and venture capital.

FAQ on legal and investment issues

• Which legal forms of registration are preferable for startups in the EU and Asia?
• How do universities help manage startups’ risks?
• Which metrics should be used to assess universities’ entrepreneurial activity?
• How can one assess the ROI of investments in university startups?
• What AML compliance considerations are important for startups founded by university alumni?

These tools and recommendations, based on the experience of the COREDO team, will help entrepreneurs and leaders make strategic decisions, build businesses at a global level, and effectively leverage the potential of university startup ecosystems.

In 2024 female startup founders exceeded 25% of all new technology companies in Europe and Asia for the first time, and this figure continues to grow at an outpacing rate compared to previous years.

Why, with the obvious rise of female entrepreneurship, does the startup ecosystem still face such imbalances? What role do universities play in shaping the new generation of women entrepreneurs and which universities truly become catalysts of this process?

It reflects not only the quality of educational programs, but also the maturity of the support ecosystem, the degree of inclusivity and openness to innovation.

In this article I, Nikita Veremeev, founder of COREDO, offer a deep analytical review: who and why leads the development of female entrepreneurship, which educational and infrastructure solutions actually work, and how this knowledge helps entrepreneurs and universities create sustainable, scalable startups. If you are looking not for a superficial overview but for a practical guide and strategic ideas – this article is for you.

University ranking by female startup founders

Analyzing this ranking and its indicators, it is important to understand which evaluation criteria underlie it and why they reflect the real contribution of universities to the development of the female startup movement.

Methodology for evaluating criteria

For objective analysis the COREDO team uses a comprehensive methodology that includes:

• Number of startups founded by female alumni over the last 5 years;
• Amount of investments raised by these startups;
• Presence of specialized support programs (inclusive accelerators, mentorship, grants);
• Integration of universities into international startup ecosystems and corporate partnerships.

Data sources: international university entrepreneurship rankings (PitchBook, THE, QS), Female Founders Monitor reports, studies of university startup incubators in Europe and Asia, as well as independent analytical platforms.

Top universities in Europe and Asia 2025

Comparison and examples of business success

COREDO’s practice confirms: leading universities systematically invest in creating inclusive startup ecosystems. For example, at NUS (Singapore) the Women in Tech program combines mentorship with access to venture funds focused on gender diversity. At TUM (Munich) the Women Start-up initiative actively develops entrepreneurial skills for women in STEM through accelerators and industry competitions.

The results speak for themselves: startups founded by women alumni of NUS and Cambridge demonstrate not only high survivability but also active entry into international markets, as evidenced by growth in attracted investments and successful scaling cases.

The impact of education on the success of female startup founders

The impact of education on the success of female startup founders is becoming increasingly clear: quality education not only helps acquire the necessary professional skills but also significantly boosts self-confidence, which is especially important for women in the entrepreneurial environment. Let’s discuss the role specialized programs and entrepreneurship education play on the path to success for women founders.

Educational programs and entrepreneurship education

COREDO’s experience shows: universities implementing entrepreneurship educatThey, as a required element for students of all faculties, shape not only business competencies but also an entrepreneurial mindset among women startup founders. Interdisciplinary courses are especially effective, combining technological entrepreneurship, innovation management and the basics of venture financing.

In Europe and Asia, the best universities for women entrepreneurs actively develop corporate partnerships, inviting practitioners to run master classes, hackathons and acceleration programs. This lowers entry barriers for women into the tech sector and strengthens their positions in the startup ecosystem.

Impact of STEM Education and Business Incubators

The role of STEM education (science, technology, engineering, mathematics) in shaping women’s entrepreneurship in the tech sector cannot be overstated. At leading universities, the share of women in technical and engineering fields is steadily growing thanks to targeted scholarships and mentoring programs. Business incubators and accelerators for women entrepreneurs are becoming an entry point into the startup ecosystem and a platform for developing leadership competencies.

Support Programs for Women Entrepreneurs at Universities in Europe and Asia

A number of universities in Europe and Asia implement unique initiatives:

• At Cambridge, the EnterpriseWISE program operates, where women founders gain access to mentoring, investment sessions and industry networking events.
• At NUS – Lean LaunchPad and Women in Tech, where the focus is on tech entrepreneurship and international scaling.
• At Charles University (Czechia): Women in Innovation, combining educational modules and an accelerator with access to European grants.

Corporate innovation partnerships with leading companies (for example, Siemens, Google, SAP) allow women entrepreneurs to test business models and gain expertise on entering international markets.

Challenges for Women Startup Founders

Challenges for women startup founders largely determine the particular dynamics of their development: even amid a general increase in the number of women entrepreneurs, statistics show that they have to face barriers that are significantly less common for men. These challenges appear in access to financing, investment attractiveness and project scaling, and they form the basis of the key barriers for women in the startup industry.

All this leads us to consider the most significant barriers faced by women startup founders.

Main Barriers

The COREDO team has repeatedly encountered that even in developed ecosystems women startup founders face three key barriers:

• Social and cultural stereotypes that limit access to leadership positions;
• Difficulties in attracting venture financing: according to European Women in VC, less than 10% of venture investment in Europe goes to female-led startups;
• Limited access to networking and mentorship, especially in tech entrepreneurship.

In Asia these challenges are amplified by regional specifics: traditional leadership models, a lack of role models and lower representation of women in STEM.

How to overcome barriers: solutions and strategies

Real change happens where universities and business communities implement inclusive initiatives:

• Government support: grants, tax incentives, training programs for women entrepreneurs.
• Support platforms: Female Founders, Women in Tech, international startup competitions focused on gender diversity.
• Networking and mentorship – accelerators, corporate partnerships, industry communities.

Investments and valuation of women’s startups

Investments and valuation of women’s startups is a topic that brings together issues of capital attraction, financing specifics and success criteria for business projects founded by women. Despite growing investor interest and expanding women’s participation in entrepreneurship, access to funding for such startups remains limited. This topic allows for a deeper look at the specifics of venture financing and valuation approaches to female-led projects.

Venture funding for women’s startups

Venture funding and gender aspects are among the most acute topics of recent years. Despite the growth in the number of women startup founders, venture funds still tend to invest in male teams. Nevertheless, specialized funds focused on gender diversity are emerging (for example, Female Founders Fund, BBG Ventures), and university accelerators increasingly organize investment days for women’s startups.

Performance metrics: KPI and ROI in plain language

To assess the success of women’s startups, the COREDO team recommends using:

• KPI: revenue growth, share of international customers, number of patents and innovations;
• ROI: return on investment taking into account development stage, industry and scaling;
• ESG factors: social impact, sustainable development, influence on gender equality.

Analysis of the success of startups founded by women shows: projects with a strong social mission and a focus on digital transformation more often achieve sustainable growth and attract long-term investments.

How to increase the investment attractiveness of women’s startups

The solution developed at COREDO includes:

• Forming a transparent business model with clear performance metrics;
• Emphasis on ESG and social impact;
• Active participation in international accelerators and competitions.

Scaling strategies and risk management

Scaling strategies allow companies not only to grow in domestic markets but also to enter the international arena, which inevitably involves new challenges and the need for risk management. Well-chosen approaches to expansion help minimize potential threats and increase the chances of success when entering new territories.

Entering international markets – best practices

The COREDO team has implemented dozens of scaling projects for startups founded by women in the EU, Singapore, Dubai and the United Kingdom. Key strategies:

• Partnerships with university accelerators and corporate innovation centers;
• Product localization taking regional specifics into account;
• Use of international platforms (for example, Female Founders, She Loves Tech) for networking and attracting investments.

Innovation management and sustainable development

Women-led startups more often implement sustainable business models and focus on long-term development. COREDO’s practice confirms: integrating ESG factors and digital technologies into a risk management strategy not only reduces costs but also increases investment attractiveness.

In this context, the question of support for women’s entrepreneurship by educational institutions becomes key.

Women’s entrepreneurship and the role of universities

Women’s entrepreneurship is becoming an important driver of innovation and sustainable economic development, and modern universities play a key role in unlocking women’s potential in business through education, mentoring and startup support. Let’s look at how universities contribute to the formation of new ecosystems and the development of initiatives involving women entrepreneurs.

Building startup ecosystems with women

Leading universities integrate women into the startup ecosystem through:

• Specialized educational and acceleration programs;
• Corporate innovation partnerships;
• International exchange programs and participation in global competitions.

The influence of cultural and regional specifics is especially noticeable in Asia, where universities actively work with government and private funds to overcome barriers and create an inclusive environment.

Innovation partnerships in corporations

Corporate partnerships with universities are becoming a driver of women’s entrepreneurship development: joint labs, accelerators, and industry competitions give women access to resources, mentorship and markets.

Integration into global ecosystems

The startup ecosystem becomes truly effective when universities, corporations and the state form a unified support platform that facilitates the integration of women-led startups into international markets and venture networks.

Key conclusions and recommendations for entrepreneurs and universities

• A ranking of universities by the number of women founders of startups is an important tool for assessing the maturity of the ecosystem and choosing strategic partners.
• University education and specialized support programs: the key to developing successful women entrepreneurs, especially in the technology sector.
• For women founders: invest in education, participate in accelerators and international competitions, build networks and focus on ESG.
• For universities: develop inclusive accelerators, mentorship programs, corporate partnerships and integration with global ecosystems.
• For investors and corporate partners: consider not only financial metrics but also social impact; support women-led startups through venture funds focused on gender diversity.

Top 10 universities in Europe and Asia by number of women founders of startups

Women founders: success stories

• Dr. Alice Smith (Cambridge, United Kingdom): founded a digital health startup, raised $50M in funding, and scaled the business to 12 EU countries.
• Li Wei (NUS, Singapore): an AI startup for fintech; she completed the NUS Enterprise accelerator and received funding from an international venture fund.
• Eva Müller (TUM, Germany): a startup in sustainable technologies; she won the European Female Founders competition and entered markets in Asia and the EU.

FAQ on women’s entrepreneurship and universities

Which universities in Europe and Asia lead in the number of women founders of startups?
University of Cambridge, NUS, TUM, University of Oxford and Seoul National University: recognized leaders on this metric.

How does university education affect women’s success in startups?
It shapes entrepreneurial skills, expands access to networking, mentorship and investment, especially through accelerators and incubators.

What support programs exist for women entrepreneurs at universities?
Accelerators, mentorship programs, grants, corporate partnerships and international competitions focused on women’s entrepreneurship.

How to increase investor confidence in startups founded by women?
A transparent business model, clear KPIs and ROI, emphasis on ESG and participation in international accelerators.

Which barriers most often

What do women face when creating startups?
Stereotypes, limited access to financing and networking, a lack of role models in the tech sector.

How to measure return on investment (ROI) in women-founded startups?
Through financial metrics (revenue, profit), social impact (ESG), scaling rates and the sustainability of the business model.

Scaling a business with venture capital and an MBA requires not only access to funding, but also a deep understanding of growth strategies, risk management, and building an effective team.

Strategies for scaling a business under venture financing

Scaling a business with venture capital requires not only access to funding but also a built-out growth strategy. Key elements:

• Financial planning for startups that takes investors’ requirements into account.
• Managing investor expectations: transparent communication around KPIs, growth metrics, and stages of entering new markets.
• Flexibility in adapting the business model to changing market conditions.
• Ability to solve scaling problems under investor pressure without sacrificing business sustainability.

How an MBA helps make decisions in venture financing

An MBA gives entrepreneurs tools to manage the risks of venture financing:

• Deep financial analysis that allows objective evaluation of company valuation and deal terms.
• Strategic management skills needed to make decisions under uncertainty.
• Experience working with investment instruments and an understanding of dilution mechanisms.
• Ability to build communication with investors, manage expectations, and protect the company’s interests.

Regional venture capital: Europe and Asia

Regional venture capital in Europe and Asia is a dynamically developing market where significant changes have taken place in investment structures, fund activity, and deal terms in recent years.

In this context, a comparative examination of the risks and conditions of venture capital becomes key to a deeper understanding of regional market specifics.

Differences in venture capital risks and terms between Europe and Asia

Characteristics of venture capital in Europe and Asia are defined by differing market maturity, regulatory requirements, and investing culture:

• In Europe, venture funds are more often oriented towards long-term investment strategies and sustainable development, emphasizing corporate governance and transparency.
• In Asia (especially in Singapore, Hong Kong, and South Korea), venture capital is more dynamic, deals happen faster, but requirements for scaling and return on investment are higher.
• Differences in the structure of investment rounds, requirements for Due Diligence, and corporate reporting.

Considering regional specifics in MBA and venture capital

The choice of business school and MBA program should take into account the specifics of the target market:

• To scale a business in Europe, it is advisable to choose programs with a focus on corporate governance, sustainable development, and ESG approaches.
• For entering Asian markets — programs that provide a deep understanding of innovation ecosystems, network effects, and the specifics of venture financing in the region.

Alternatives to venture capital and financing methods

Alternatives to venture capital and financing methods open up a wide range of development opportunities for startups beyond traditional venture investments.

Alternatives to venture capital for startups

Venture capital is not the only path to scaling. Among the alternatives:

• Crowdfunding and platform financing.
• Grants and subsidies from governmental and international organizations.
• Private equity, strategic partnerships, and corporate investments.
• Debt financing and convertible loans.

from multiple sources, which allows minimizing share dilution and preserving flexibility in management.

How does an MBA help choose investment strategies?

An MBA develops entrepreneurs’ skills in analyzing investment instruments, assessing risks, and selecting optimal capital-raising strategies. Key competencies include:

• Financial planning for startups taking into account different sources of funding.
• Assessing the effectiveness of investment strategies by ROI, IRR and other KPIs.
• Using tools for startup valuation and building investment models.
• Developing fundraising strategies considering long-term goals and ownership structure.

Practical advice for entrepreneurs and executives

MBA and venture capital are powerful tools for scaling a business, but their effectiveness depends on the right strategy and consideration of risks. Points to consider:

• Evaluate the ROI of an MBA not only by income growth, but also by the ability to attract venture capital, manage risks, and build international partnerships.
• Before attracting venture investments, establish a transparent shareholding structure, define conditions for protecting ownership stake and an exit strategy.
• Take regional specifics of venture funding into account: requirements for corporate governance, deal structure and reporting differ between Europe and Asia.
• Consider alternatives to venture capital: grants, private equity, and crowdfunding can be effective at early stages.
• Use the knowledge and skills gained in an MBA for strategic management, financial analysis, and building effective communications with investors.

In 2024, private capital accounts for more than 60% of all new investments in European innovative companies – a figure that just ten years ago seemed unattainable. However, despite this impressive growth, Europe annually loses up to €300 billion of private investment due to capital migration and insufficient integration of financial markets. Why, possessing such a significant resource, does Europe’s economy face the threat of losing global competitiveness? How can private capital become not only a source of growth but also a guarantee of the EU’s economic security in conditions of geopolitical turbulence and a technological gap with the US and Asia?

These questions worry not only regulators and analysts today, but also entrepreneurs, owners and CFOs who are looking for reliable solutions to scale businesses, attract investment and minimize risks. In this article I share the experience of COREDO in supporting cross-border projects, company registrations, obtaining financial licenses and implementing AML strategies in the EU, Asia and the CIS. Here you will find not only an in-depth analysis of the role of private capital in the European economy, but also practical recommendations that will help your business effectively attract investments, manage risks and take advantage of the opportunities of the European capital market. If you want to understand how private capital can become your strategic advantage, I invite you to read the article to the end.

Private Capital and Europe’s Competitiveness

Private capital has become one of the key factors shaping Europe’s economic dynamics, contributing to industry development and maintaining technological leadership in the face of global competition. The interaction between the state and private capital plays a central role in strengthening Europe’s competitiveness, especially in infrastructure, innovation and international economic relations.

Private capital in the European economy: functions and impact

Private capital: it is not only investment funds private equity and venture capital, but also the assets of HNWI, family offices and corporate investors. Its key function is providing flexibility and speed of financing that are unavailable to the traditional banking sector. COREDO’s practice confirms: in most cases of company registration in the Czech Republic, Estonia, the United Kingdom and Singapore, it is private investments that become the catalyst for a rapid market entry and scaling of new business models.

Unlike government subsidies, private investments are more responsive to market signals, allowing quicker reactions to new trends and market needs.

Private investments and their impact on the economy and innovation

COREDO’s experience in supporting projects to obtain licenses for financial services and launching innovative fintech companies in the EU shows: private investments directly affect economic growth by creating jobs, stimulating R&D and contributing to the development of new industries. Venture capital and private equity are becoming the main sources of funding for deeptech, greentech and biotechnology startups, enabling Europe to narrow the innovation gap with the US and Asia.

They not only promote sustainable development but also increase Europe’s investment attractiveness in the global capital market.

Private capital in the development of the European capital market

The development of the European capital market is impossible without the active participation of private investors. Solutions developed at COREDO for structuring cross-border deals show: the inflow of private capital contributes to the formation of new financial instruments, increases market liquidity and reduces Europe’s economy dependence on bank lending. This is especially important in the context of forming the EU banking union and integrating the internal capital market.

In these conditions, a deep analysis of the characteristics and limitations of private capital in Europe becomes especially important.

Private capital in Europe: challenges and opportunities

Private capital in Europe today faces new challenges: the outflow of wealthy individuals, a difficult economic environment and growing global market competition force investors to seek new ways to preserve and grow their assets. At the same time, these processes open significant opportunities for transforming the financial system and strengthening the role of private investments in the region’s strategic sectors.

Problems of the EU economy and the role of private capital

Despite the growth in private investment volumes, Europe faces a number of structural challenges: market fragmentation, regulatory differences, insufficient transparency and high compliance costs. The COREDO team has implemented projects for company registration and obtaining licenses in the Czech Republic, Estonia, Cyprus and the United Kingdom, which made it possible to identify that effective attraction of private capital requires the harmonization of standards, the unification of KYC/AML procedures and the introduction of digital platforms for investment management.

The impact of capital migration on Europe’s investments

Capital migration: one of the key challenges to the EU’s economic security. According to recent studies, the annual outflow of private investments from Europe to the US and Asia reaches 2% of the region’s GDP. This reduces the competitiveness of the European economy and limits opportunities to finance innovations. COREDO’s experience in supporting international transactions shows that strategic capital migration is often associated with the search for more favorable tax and regulatory conditions, as well as with the high speed of prindecision-making in other jurisdictions.

EU economic security and investment risks

The EU’s economic security directly depends on the ability to effectively manage private capital risks. Key risks include regulatory uncertainty, currency fluctuations, political instability and cyber threats. At COREDO we implement comprehensive AML strategies, develop bespoke solutions for managing investment risks and support clients at all stages of deal structuring, which helps minimize losses and increase business resilience.

Impact of economic and geopolitical factors on private capital

Global economic challenges, inflation, tightening monetary policy, and sanction restrictions significantly affect private capital flows. Geopolitical tension increases demands for transparency and compliance, raises financing costs and reduces risk appetite. COREDO’s experience shows that in times of instability those companies win that proactively adapt their business models to new realities and use multi-stakeholder capital management.

Investment strategies and attracting private capital in the EU

Investment strategies and the attraction of private capital in the EU are becoming key tools to ensure sustainable economic growth and to address the region’s strategic objectives. Modern approaches to capital mobilization create attractive conditions for investors and help maintain the competitiveness of European companies on the global market.

Best practices for attracting investments in the EU

Effective attraction of private capital requires not only a deep understanding of local markets but also the ability to integrate international standards. At COREDO we support projects that use hybrid investment instruments, from convertible notes to SAFE agreements, which helps minimize risks and speed up deals. Among best practices are creating transparent corporate structures, implementing digital platforms for Due Diligence and automating KYC/AML processes.

Venture and private equity capital in the development of European companies

Venture capital and private equity play a key role in scaling businesses, especially in high technology, biotechnology and sustainable development sectors. COREDO’s experience in supporting venture deals in Estonia and Singapore has shown that having a professional fund manager, a transparent governance structure and a clear exit strategy significantly increase the chances of success and attracting new funding rounds.

Thus, the success of venture and private equity investments directly depends on the prudent use of modern financial instruments, which will be discussed in more detail below.

Financial instruments for investment management

Modern financial technologies (FinTech) enable automation of investment portfolio management, reduce transaction costs and provide transparency for all market participants. ESG investments are becoming an integral part of private capital strategies, reflected in the growing number of specialized funds and the adoption of sustainable finance standards. COREDO’s solutions for integrating FinTech platforms and implementing ESG metrics allow clients not only to meet current requirements but also to increase the investment attractiveness of projects.

Regulation and taxes affecting capital inflow

Regulation of private investments in the EU is highly detailed and requires deep knowledge of local legislation. Different EU countries have their own tax policy features that affect deal structures and the choice of jurisdiction. COREDO’s experience in registering companies in Cyprus, the United Kingdom and the Czech Republic confirms that competent tax optimization and the use of international investment agreements can significantly reduce costs and increase investment returns.

Private capital and the sustainable development of the European economy

Private capital is becoming a key driver on the path to the sustainable development of the European economy. With accelerating technological and climate changes, the role of private investments is growing, especially in projects focused on decarbonization and the “green” transition.

Private investments in Europe’s decarbonization

Private capital is a key source of financing projects for the decarbonization of the European economy. In recent years COREDO has supported several major deals to attract investment in renewable energy and projects to reduce carbon footprint. Private investments help accelerate the adoption of innovative technologies, support clean energy startups and contribute to achieving the goals of the European Green Deal.

Private capital and the green economy: financing sustainable projects

The green economy requires long-term investments that private funds and HNWI are ready to provide. In COREDO’s practice special attention is paid to projects that meet the principles of sustainable development and corporate social responsibility (CSR). Using ESG criteria when evaluating projects not only reduces risks but also attracts additional financing from international investors.

The impact of digital transformation on investments in private capital

The digital transformation of the European economy opens new opportunities for private investors. The adoption of blockchain technologies, automation of compliance, development of digital platforms for investment management — all this increases deal efficiency and transparency. The COREDO team has implemented several projects to launch digital funds and the tokenization of assets, which enabled clients to enter new markets and attract capital from Asia and the Middle East.

CSR and multi-stakeholder capital management

MulStakeholder capital management is becoming the standard for European companies focused on long-term development. The application of CSR principles allows not only to strengthen reputation but also to increase business resilience to external shocks. At COREDO we integrate CSR strategies into corporate governance, which helps attract new investors and strengthen clients’ positions in international markets.

Long-term consequences of private capital in Europe

The long-term consequences of private capital in Europe affect not only financial flows, but also the resilience of economic institutions, the dynamics of innovation and the structure of investments. Understanding these processes is especially important today, as the European market faces new challenges, including increased capital outflows and changes in the global economy.

Long-term consequences of capital outflow from the EU

Private capital outflows lead to lower economic growth rates, a reduction in the number of innovative companies and an increased technological gap with the US and Asia. To minimize these consequences, structural reforms are needed aimed at improving transparency, reducing regulatory barriers and encouraging long-term investments. COREDO’s experience in supporting capital reintegration projects shows that creating a favorable environment for investors is the key to the sustainable development of Europe’s economy.

The EU banking union and the private capital market

The formation of the EU banking union contributes to the unification of standards, the reduction of transaction costs and increased confidence in the region’s financial markets. This creates additional incentives for attracting private capital and developing new financial instruments. At COREDO we track all changes in the regulatory environment and help clients adapt to the new requirements of the banking union.

Joint projects and their impact on investments

Joint public projects, such as pan-European funds and infrastructure programs, play an important role in shaping a positive investment climate. They help reduce risks for private investors, provide co-financing and accelerate the implementation of strategic initiatives. COREDO’s practice confirms that participation in such projects increases trust in business and opens access to additional sources of financing.

Strategies for integrating European financial markets

Integration of financial markets is a key factor in enhancing the competitiveness of the European economy. It ensures the free movement of capital, the unification of standards and access to new sources of financing. COREDO’s solutions for structuring cross-border deals and optimizing corporate structures enable clients to effectively use the advantages of an integrated EU market and minimize regulatory risks.

Recommendations for entrepreneurs and investors

Recommendations for entrepreneurs and investors in the European context are becoming increasingly relevant amid major changes in regulation, the economy and security. Attracting and effectively managing private capital today requires a deep understanding of European specifics and modern tools for operating in a rapidly changing market.

How to attract and manage private capital in Europe

To successfully attract private capital, it is important not only to choose the optimal jurisdiction but also to build a transparent corporate structure that complies with international compliance standards. COREDO’s experience shows that implementing digital platforms for investment management, automating KYC/AML and integrating ESG metrics significantly increase the chances of attracting investors.

Risk management and ROI assessment

Effective risk management requires a comprehensive approach: from portfolio diversification to implementing hedging tools and regular monitoring of regulatory changes. Methods for assessing ROI in Europe include not only financial indicators but also non-financial metrics: ESG indices, level of innovativeness, social impact. COREDO’s solutions allow integrating these metrics into the corporate governance system and making more balanced investment decisions.

Table: ROI metrics for evaluating private investments in Europe

Financial instruments and technologies for business growth

Scaling a business through private capital requires the use of modern financial instruments — from convertible loans to tokenized assets. Implementing FinTech solutions speeds up due diligence processes, increases transparency and reduces costs. COREDO’s practice demonstrates that integrating digital platforms and automating capital management are becoming the standard for successful companies in the European market.

How to adapt to EU tax changes?

Regular monitoring of changes in the tax and regulatory environment is a necessary condition for long-term success. COREDO’s solutions include the development of individual tax optimization strategies, the use of international agreements and the implementation of automated compliance systems. This allows clients to respond promptly to changes and minimize tax and regulatory risks.

Key findings and prospects

Private capital, a key driver of the competitiveness of the European economy, a source of innovation and sustainable development. Its role is increasing amid global challenges, the integration of financial markets and digital transformation. New opportunities are opening up for businesses and investors: from financing green prfrom projects to scaling through cross-border deals. At the same time, success requires a systemic approach: transparency, risk management, adaptation to regulatory changes and implementation of ESG standards. COREDO’s experience confirms: strategic partnership, deep market understanding and comprehensive support – the key to effectively attracting and managing private capital in Europe.

You will receive practical recommendations, learn about the best technologies and methodologies, and see real cases from COREDO’s practice. If your goal is to take the bank to a new level of efficiency, be sure to read to the end: here you will find strategic ideas and tools that work.

Optimization of banking processes to increase the bank’s productivity

Optimization of banking processes becomes a key tool for increasing a bank’s productivity and its competitiveness in the market. Modern financial organizations need to review and improve their business processes to reduce costs, speed up service and increase customer satisfaction.

Optimization of business processes in banks

Any optimization begins with a thorough analysis of current processes. COREDO’s practice confirms: only detailed mapping of a bank’s business processes allows identifying bottlenecks, redundant operations and points of loss. We apply Value Stream Mapping and process audit methodologies to determine where delays, duplication of functions or inefficient allocation of resources occur.

The next stage: standardization and control of business processes. In European and Asian banks, standardization of operations according to ISO 9001 and ISO 20022 provides transparency, manageability and risk reduction. Solutions developed at COREDO include the implementation of clear regulations, control points and automated electronic document management systems (EDMS), which minimize errors and speed up transaction processing.

The third step: implementation of BPM platforms and automated banking systems (ABS). BPM in the banking sector allows not only modeling but also flexible management of a bank’s business processes, integrating front and back office, payment processing and credit operations into a single digital ecosystem. The COREDO team has implemented projects integrating platforms such as Camunda, Appian and Bizagi, which enabled clients to reduce the application processing cycle by 40% and lower operating costs by 25%.

Change management and employee engagement: a mandatory element of successful optimization. Our experience at COREDO has shown that only through training, communication and involving key employees can you ensure the sustainability of transformations, reduce resistance and accelerate the implementation of new standards.

Lean Six Sigma and methodologies for optimizing banking processes

Lean Six Sigma is one of the most effective methodologies for reducing a bank’s costs through automation and improving the quality of operations. In COREDO projects we used DMAIC (Define, Measure, Analyze, Improve, Control) to optimize lending and deposit processes, which reduced application processing time from 5 days to 36 hours.

Agile and Scrum in banking IT projects are not just buzzwords but practical tools that provide flexibility, rapid adaptation to change, and transparency in managing digital transformation projects. The COREDO team implemented Scrum to develop and integrate a CRM system in a large European bank, which expedited the product’s time-to-market and increased customer satisfaction by 20%.

Practical examples from COREDO’s experience show: the combination of Lean Six Sigma, BPM and Agile not only optimizes a bank’s business processes but also creates a culture of continuous improvement and innovation.

Automation of banking processes to improve efficiency

Automation of banking processes to improve efficiency is a strategic tool that allows banks not only to optimize internal operations but also to elevate the quality of customer service. Modern automation solutions cover both front and back office, reducing costs and minimizing errors to ensure maximum reliability and responsiveness of the entire banking system.

Thus, automation covers the key processes of both areas and opens new opportunities for comprehensive optimization of the bank’s operations.

Automation of the bank’s front and back office: what to optimize?

The front office is the bank’s face to the client. Here speed and accuracy of service, as well as communication quality, are critical. Implementing CRM systems for banks such as Salesforce, Microsoft Dynamics or Creatio enables automating request processing, segmenting customers, tracking interaction history and quickly responding to changes in demand. A solution developed by COREDO for a bank in the Czech Republic delivered a 15% increase in NPS by automating front office operations.

The back office is the heart of operational efficiency. Automation of lending and deposit operations, integration of ABS and electronic document management systems (EDMS) help reduce document processing time, decrease the number of errors and ensure process transparency. COREDO’s practice confirms:Automating payment and plastic card processing using modern platforms (for example, FIS, Temenos) increases transaction speed and reduces operational costs.

process optimization of lending and deposits, a separate area where automation enables the standardization of procedures, integration of scoring models and control of the bank’s business processes at every stage.

Integration of AI, machine learning and APIs

The integration of artificial intelligence and machine learning into banking operations is not theory but today’s reality. The COREDO team has implemented projects to deploy ML models for automating scoring, detecting fraud and predicting customer churn. Such solutions improve the accuracy of operations, reduce risks and speed up decision-making.

Integrating APIs into banking systems is the key to digital customer service channels and process scalability. Open APIs allow banks to quickly connect new services, integrate payment processing, CRM and BPM platforms, and provide an omnichannel customer experience.

data security and information security in banks are a priority for any automation. COREDO’s practice includes implementing ISO/IEC 27001 standards, regular audits, data encryption and multi-layered protection, which helps minimize the risk of information leaks and comply with regulators’ requirements.

Digital transformation and risks in banks

This is especially important against the backdrop of new digitalization trends, which we will discuss below.

Digital transformation of financial institutions, trends and challenges

Digital transformation of banks is not just the introduction of new technologies, but a comprehensive change of the business model, processes and organizational culture. In Europe and Asia, market leaders are investing in digital innovations, front- and back-office automation, integration of BPM platforms and artificial intelligence.

The impact of digitalization on customer experience cannot be overestimated. COREDO’s solutions for digitizing service channels, implementing mobile applications and chatbots have allowed banks to increase customer engagement and halve waiting times.

Best practices for optimizing banking processes in Europe and Asia include standardizing operations, integrating CRM and BPM, automating processing and continuous staff training. COREDO’s experience shows: the success of digital transformation depends on a comprehensive approach and strategic planning.

Bank risk management and compliance

Regulatory requirements and compliance in banking are becoming increasingly complex. Banks must comply with AML, KYC, GDPR and ISO standards, and integrate monitoring and reporting systems. The COREDO team has implemented projects to deploy automated compliance platforms, which has reduced the risk of fines and sped up transaction processing.

Managing operational risks in the context of digitalization requires integrating business process analytics, monitoring KPIs of banking processes and regular audits. COREDO’s solutions include control automation, the implementation of early-warning systems and staff training.

Ensuring compliance with ISO and AML standards is an integral part of optimizing a bank’s business processes. COREDO’s practice confirms: only a systematic approach to compliance and risk management ensures sustainable development and protection of the interests of the bank and its clients.

KPI and ROI of digital initiatives: efficiency metrics

KPIs and ROI become the basis for an objective assessment of the effectiveness of digital initiatives and allow not only recording the achievement of goals but also measuring the actual return from implementing new processes and solutions. Using these efficiency metrics is especially important for comprehensive analysis, for example, when evaluating the digital transformation of banking processes or new digital products.

Analysis of KPIs of banking processes

Selecting the right KPIs for banking processes is the basis for assessing the effectiveness of optimization. In COREDO projects we use metrics such as average application processing time, percentage of automated operations, customer satisfaction levels (NPS, CSAT), payment processing speed and level of operational costs.

Examples of key indicators for the front office: response time to a request, number of successfully processed inquiries, conversion rate. For the back office: document processing time, error rate, operation execution speed. For processing: transaction time, percentage of successful payments, rejection rate.

Business process analytics: a tool for continuous improvement. COREDO’s solutions include the implementation of BI platforms, automated dashboards and regular data analysis, which makes it possible to identify growth points and make informed management decisions.

Thus, comprehensive business process analytics creates a solid foundation for further assessment of the return on investment in digitalization.

Assessing the ROI of digitalizing banking processes

Assessing the ROI from digitalizing banking processes is a critically important step for strategic planning. Implementing CRM and BPM for banks, integrating AI and automating operations allow reducing costs, increasing profitability and improving the bank’s productivity.

Methods for assessing ROI include calculating time savings, reduction of operational costs, customer base growth and increased revenues from new services. COREDO’s practical cases show: integrating a BPM platform allowed one of our clients in Slovakia to increase operating margin by 18% by reducing loan application processing time and automating payment processing.

Scaling successful initiatives in international banks requires adapting solutions to local regulatory requirements, integrating with existing systems and continuous staff training.

Simplifying processes to increase bank productivity

A comprehensive approach to optimization and automation, based

sustainable development of the bank. COREDO’s practice confirms: only the integration of BPM platforms, CRM systems, automated banking systems and digital service channels makes it possible to achieve maximum efficiency.

The choice of suitable BPM systems and CRMs for banks depends on the scale of the business, the specifics of operations and regulatory requirements. The COREDO team recommends conducting a preliminary audit, testing solutions on pilot projects and integrating them in stages.

Managing digital transformation projects using agile and scrum is the key to flexibility and the speed of implementing innovations. Employee engagement, regular communication and training: the key to successful implementation of changes.

Control and standardization of processes are necessary to minimize uncontrolled and duplicated functions in banks. COREDO’s solutions include the implementation of automated control systems, regular process audits and the integration of BI analytics for monitoring efficiency.

Optimization of front-office and back-office operations is a strategic task that requires a systemic approach, the integration of digital technologies and continuous improvement.

Key findings and steps for entrepreneurs

Optimization and automation of banking processes are not a one-time initiative but a strategic path to increasing a bank’s productivity, reducing operating costs and creating a unique customer experience. Solutions developed at COREDO demonstrate: only a comprehensive approach, the integration of modern technologies, compliance with regulatory requirements and risk management ensure the sustainable development of a financial organization.

Modern banks in Europe, Asia and the CIS can start digital transformation today, implement BPM platforms, CRM systems, front- and back-office automation, integrate artificial intelligence and machine learning, standardize processes and monitor KPIs. COREDO’s practice shows: success comes to those who act systematically, rely on expert knowledge and choose a reliable partner to support changes.

If you are ready to take your bank to a new level of efficiency, start with a process audit, choose an optimization strategy and trust the professionals. The COREDO team is always ready to share experience, offer the best solutions and support your business at every stage of digital transformation.

85% of companies that have implemented the flywheel model report sustained revenue growth and reduced operating costs already in the first year of transformation, analysts at McKinsey and Forrester concluded in 2024. However, fewer than 20% of international legal and financial firms in the EU and Asia are able to implement the flywheel business model in a way that truly delivers stable financial results and long-term financial resilience for the company. Why? The problem lies not only in the complexity of legal entity registration processes, obtaining financial licenses, or complying with AML requirements, but also in the inability to build the flywheel around clear business goals and eliminate friction points at every stage of the customer journey.

Flywheel model — what is it and how does it work?

Unlike the linear sales funnel, where a customer moves from acquisition to purchase and falls out of the cycle, a flywheel business is built around continuous interaction with the customer, where retention and referrals become the key drivers of growth.

Flywheel mechanisms include removing friction points (friction points), automating support processes, integrating CRM and ERP systems, and continuously working with customer insights (customer insights). Even small efforts — for example, automating KYC procedures or implementing digital payment platforms — can trigger a chain reaction: Legal entity registration accelerates, churn rate decreases, customer retention rate increases, and therefore financial result stability improves.

Business goals and the role of the flywheel model

The link between business goals and financial stability and long-term investment profitability is obvious: only clearly defined goals make it possible to manage working capital, optimize costs, and build a flywheel that does not lose momentum even under conditions of high competition or changes in regulatory requirements.

To assess the effectiveness of a flywheel model, the key metrics become:

• Customer retention rate — the share of customers who continue cooperation year after year.
• Customer acquisition cost (CAC) — the cost of acquiring a new customer.
• Churn rate — the percentage of customers leaving the company over a given period.
• Flywheel model ROI: return on investments made in automation, process optimization and customer experience development.

Regular monitoring of these KPIs allows not only identifying friction points, but also timely implementing changes, supporting stable financial results and sustainable company growth.

Thus, building a sustainable flywheel requires not only clear goals and flexible processes, but also a thoughtful approach to operational support, which becomes especially significant in the legal field and when complying with AML requirements.

Flywheel mechanisms in legal support and AML

In international legal practice, the flywheel model stands out especially clearly when it comes to company registration, obtaining financial licenses and AML consulting. The specifics of the field, the high regulatory burden, the need for strict adherence to compliance procedures and constant risk management.

Integration of CRM and ERP systems, process automation of support and digital transformation of the business allow not only to increase operational efficiency, but also to create a scalable flywheel model capable of maintaining stable financial results even with a sharp increase in client volume or changes in regulatory requirements across different jurisdictions.

Thus, the implemented flywheel model becomes the foundation of sustainable development, and further analysis will show how it affects customer retention and contributes to business growth.

Impact of the flywheel on customer retention and business growth

Customer data analytics and sales funnel optimization allow identifying and eliminating friction points: for example, automating the company registration application process or obtaining a license reduces waiting time and lowers the likelihood of errors. This directly affects revenue growth and increased customer satisfaction.

Flywheel and revenue growth are closely linked through reduced operating costs and increased ARPU. At COREDO we integrated digital payment platforms and automated compliance tools, which not only sped up service delivery but also elevated the customer experience to a new level.

Implementing the flywheel for stable financial results

Flywheel for businesses in the EU and Asia: best practices

• Automating the flywheel for business growth: integrating digital tools, automating KYC/AML and document workflow, implementing digital payment platforms.
• Eliminating friction points: regular audits of the customer journey, optimizing communications, implementing omnichannel support services.
• Metrics to monitor: customer retention rate, CAC, churn rate, NOAT, ROIC, compliance rate.
• Working capital management: transparent planning and cash flow control, minimizing costs at each stage of the flywheel.

Examples of successful implementation

In one COREDO case for a fintech client in Singapore, a flywheel was implemented where automation of registration and AML support processes reduced the time to launch a new product from 3 months to 3 weeks, and the customer retention rate increased by 22% over a year. In another project for a company entering the EU market, implementing the flywheel and integrating CRM/ERP reduced CAC by 18% and delivered a 27% increase in revenue by improving customer loyalty and optimizing business processes.

These examples illustrate how integrating flywheel mechanisms and digital solutions can directly affect business efficiency and key growth metrics.

Let’s move on to the key takeaways and concrete steps for entrepreneurs.

Key takeaways and steps for entrepreneurs

The flywheel model, it’s not just moNot just a fashionable trend, but a strategic tool for achieving stable financial results, the company’s long-term financial resilience and ROI growth. Key insights:

• Setting business goals – the foundation for launching the flywheel, ensuring team alignment and process transparency.
• Optimization of business processes and the elimination of friction points: the key to accelerating the flywheel and increasing customer loyalty.
• Risk management and AML integration – a necessary condition for successful business scaling in international jurisdictions.
• Digital transformation and automation, drivers of operational efficiency and long-term ROI.
• Continuous monitoring of KPIs and agile methodologies, tools for adapting strategy and maintaining a competitive advantage.

In 2025 Europe demonstrates a surprising paradox: a region that accounts for less than 7% of the world’s population generates almost a quarter of global spending on R&D and holds leading positions in the Global Innovation Index. On the other hand, only 10% of European startups reach the scale-up stage, and the share of technology companies from Europe among the world’s “unicorns” still lags behind the US and Asia. Why is this happening? How can Europe’s technological ecosystem become a catalyst for large-scale business growth and competitiveness in the global market?

The adoption of innovations, the development of technology clusters and integration with digital platforms are becoming key success factors for European startups and corporations. But along with this, entrepreneurs face a range of challenges: complex regulation, barriers to scaling, AML and GDPR requirements, as well as strong competition for investment and talent.

In this article I share an expert perspective and practical recommendations based on the experience of the COREDO team in legal, financial and regulatory support of technology companies in the EU, Asia and the CIS. We will look at how to build an effective technology ecosystem for scale-up growth, which legal and investment aspects to consider, and which strategies actually work in today’s Europe.

The technological ecosystem of Europe – current state and drivers of development

The technological ecosystem of Europe is currently undergoing a phase of significant transformations, driven not only by the adoption of deep-tech solutions but also by comprehensive initiatives to support startups, talent and regional cooperation. The current state of the ecosystem and the key drivers of its development are creating new opportunities for market participants and setting directions for sustainable technological growth.

Main components of Europe’s technological ecosystem

European startups actively leverage the benefits of integration with venture funds and funds of funds (FoF), which allows them to attract financing not only at early stages, but also for scaling deep tech projects.

In recent years the COREDO team has implemented legal support projects for startups in clusters such as Berlin, Tallinn, London and Limassol. COREDO’s practice confirms: successful companies build business models at the intersection of technological innovation and flexible legal structures, which enables them to quickly adapt to market and regulator requirements.

Large corporations such as Airbus and Siemens invest in their own laboratories and startups, forming a stable environment for technological breakthroughs.

The role of the EU digital strategy and «Digital Europe 2025»

These initiatives aim to create a unified operating system EU OS, develop biometric border systems EES and implement a European data strategy.

The implementation of these programs creates unique opportunities for technology companies: EU state support for innovation is expressed not only in financing, but also in creating a favorable regulatory environment for large-scale business growth in Europe. Solutions developed at COREDO allow clients to effectively use state support tools and integrate into the European technological ecosystem.

The impact of the Global Innovation Index and Europe’s competitiveness

Europe consistently ranks high in the Global Innovation Index, ahead of most Asian and American competitors in terms of the development of innovation infrastructure, quality of education and investment volumes in technology. However, despite the high index, many companies face barriers to scaling and entering international markets.

This is precisely what distinguishes successful European startups and deep tech companies capable of attracting investment and executing large-scale projects.

State support for innovation in the EU

State support for innovation in the EU today is a key factor for the technological development of the region. Thanks to systemic government programs and large-scale funding, European startups and deep tech companies gain access to resources at the research, implementation and market entry stages. These mechanisms create conditions for the growth of global technology leaders and accelerate breakthrough innovations in the fields of artificial intelligence, medicine and sustainable development.

Government innovation support programs and their role in deep tech

State support for innovation in the EU is implemented through grants, tax incentives, acceleration programs and direct financing of R&D. Special attention is paid to deep tech projects in the areas of artificial intelligence, space, medicine and cybersecurity. The public sector becomes not only an investor, but also a major customer of technological solutions, which opens new opportunities for scaling.

The COREDO team supported clients in obtaining financing from European venture funds and government progra…, including Horizon Europe and the EIC Accelerator. Our experience shows: success in obtaining support depends on competent legal preparation and the compliance of project documentation with international standards.

EU technology regulation: challenges and opportunities

Technology regulation in the EU is characterized by a high degree of detail and constantly evolving requirements. This applies both to product certification and cross-border compliance. Certification and technology regulation issues in the EU are becoming one of the main barriers to scaling deep tech startups.

We recommend that technology companies integrate legal expertise at early stages of development to minimize costs and accelerate entry into new markets.

GDPR and AML for technology companies in Europe and Asia

GDPR and AML (Anti-Money Laundering) requirements significantly impact the business processes of technology companies. The implementation of GDPR has become a mandatory condition for all companies processing the personal data of EU citizens, which requires a review of IT infrastructure and legal procedures.

COREDO has implemented comprehensive projects to introduce AML policies and ensure GDPR compliance for technology companies in Europe and Asia. Our solutions include developing internal regulations, staff training, and integrating digital tools for transaction monitoring. This approach not only reduces legal risks but also increases trust from investors and clients.

Legal registration of companies in the EU and Asia for technology businesses

Company registration in the EU and Asia requires considering many nuances: from choosing the optimal jurisdiction to preparing constitutive documents and obtaining specialized licenses (crypto, fintech, payment, forex). In COREDO’s practice there have been cases where choosing the right jurisdiction (for example, Cyprus, Estonia or Singapore) significantly sped up business launch and reduced tax burden.

Special attention should be paid to KYC/AML issues, corporate law and disclosure requirements. For technology companies it is important to ensure transparency of ownership structure and compliance with international standards, which becomes critically important when attracting investments and entering foreign markets.

Investments and venture financing for business growth

Investments and venture financing for business growth are becoming a key tool for scaling companies and implementing innovations across industries. In a changing economic environment and with the emergence of new technological trends, approaches to venture financing are transforming, and the role of funds, including FoFs, acquires particular importance for sustainable business growth.

Venture financing trends in Europe and the role of FoF funds

Venture financing in Europe shows steady growth: in 2024 alone the volume of investments in deep tech projects exceeded €50 billion, and venture funds and FoFs are becoming key market players. The European model of venture financing emphasizes long-term partnerships and support for projects at all stages of development.

COREDO’s solutions enable technology companies to effectively structure deals with venture funds, taking into account the specifics of European corporate law and disclosure requirements. This approach increases the chances of successful capital raising and further scaling.

Institutional investors: insurance and pension funds in technology

Institutional investors, including insurance and pension funds, actively invest in technology companies, especially in the deep tech segment and digital platforms. Their participation provides not only financial stability but also access to strategic industry partners.

The COREDO team has supported projects on structuring investments from institutional investors, which requires special attention to compliance, risk management and protection of the interests of all parties to the deal.

Assessing ROI of digital technology implementation in business

Assessing ROI from implementing innovative technologies is a key indicator of the effectiveness of a company’s digital transformation. European companies use comprehensive metrics: cost savings, revenue growth, reduced time-to-market and increased customer satisfaction.

COREDO’s practice confirms: maximum ROI is achieved by integrating legal, financial and technological expertise at all stages of innovation implementation. This approach not only optimizes investments but also ensures sustainable business growth.

Barriers to startup scaling and exit strategies

Among the main barriers to scaling are complex regulation, talent shortages, market fragmentation and limited access to large investments. Exit strategies for European technology companies include IPOs, M&A deals and strategic alliances with international corporations.

COREDO’s experience shows that a successful market entry is possible only with a transparent corporate structure and compliance with all regulatory requirements.

Scaling technology companies and startups in Europe

Scaling technology companies and startups in Europe is associated with unique challenges and opportunities,

conditioned by the specifics of the local market, regulatory requirements, and investor expectations. To grow successfully in this region, businesses must consider not only market conditions but also the specifics of European regulation and infrastructure.

Scaling technology companies with regulatory considerations

Scaling technology companies in Europe requires a balance between innovation and compliance. Best practices include implementing flexible business models, integrating digital platforms, and building resilient partner networks.

The COREDO team has supported the scaling of startups in fintech, cybersecurity, and artificial intelligence, helping to build processes that account for cross-border regulation and AML/KYC requirements.

Cyprus and Southern Europe startup ecosystem in innovation

The startup ecosystem of Cyprus and Southern Europe is becoming an attraction point for technology companies thanks to a favorable tax regime, access to the European market, and active support from government programs.

COREDO’s projects implemented in Cyprus demonstrate that the right legal and financial structure enables leveraging the advantages of the European innovation ecosystem for rapid scaling and entry into new markets.

Innovative business models and digital transformation of the EU public sector

The digital transformation of the EU public sector opens new opportunities for technology companies: public tenders, contracts for the development of digital platforms, and the implementation of biometric and navigation systems. Innovative business models based on subscriptions, platform solutions, and SaaS are becoming the standard for European startups.

COREDO’s experience in supporting public sector projects confirms that integration with government programs requires special attention to legal details and compliance.

Risk management and compliance in Europe’s technology business

Best practices for risk management in the EU technology business include implementing internal control systems, regular audits, automating AML and GDPR processes, and staff training. COREDO’s solutions enable clients to minimize operational and legal risks, which is especially important when scaling and entering international markets.

Europe’s innovation ecosystem: development trends

Europe’s innovation ecosystem today is being shaped by long-term trends, where key drivers include deep tech, breakthrough space technologies, and new approaches to EU navigation. The development focus is on reassessing technological priorities, strengthening infrastructure, and active regulation that form the foundation for the next stage of growth of European high-tech industries.

Deep Tech, space technologies and EU navigation

Deep tech Europe is becoming a driver of development in strategic sectors: defense, space, and medicine. Space technologies and EU navigation systems, such as Galileo, open new markets for startups and corporations integrating AI and big data into their products.

COREDO has supported projects for the legal registration of companies in the EU for deep tech and space startups, which requires a deep understanding of international law and certification standards.

Secure communications and cybersecurity in Europe

Secure communications and cybersecurity are becoming priorities for European companies amid rising digital threats and tightening regulation. Implementing ISO standards, NIS2, and integration with EES biometric systems are mandatory elements of a strategy for technology businesses.

COREDO’s practice shows that timely implementation of cybersecurity increases trust from clients and investors and also facilitates certification processes.

Artificial intelligence and ecosystems in the digital future

artificial intelligence and open ecosystems are becoming the foundation of Europe’s digital transformation. The European data strategy and the development of platform solutions stimulate the creation of new business models and accelerate the adoption of innovations.

The COREDO team has implemented projects supporting the deployment of AI in the financial and medical sectors, which requires particular attention to ethics, data protection, and licensing issues.

International cooperation in defense and medicine

International technological cooperation is becoming a key factor for growth and scaling. Strategic sectors—defense, space, and medicine—require integration with global supply chains, compliance with export control standards, and cross-border compliance.

COREDO supports deals and partnerships involving European and Asian companies, ensuring legal clarity and protecting clients’ interests amid complex international regulation.

Recommendations for entrepreneurs and executives

Recommendations for entrepreneurs and executives will help look at business growth from the perspective of creating an effective technology ecosystem. In today’s conditions, only a properly built ecosystem can ensure sustainable development and a long-term competitive advantage for a company.

How to build a technology ecosystem for business growth?

• Choose jurisdictions with a developed innovation ecosystem and transparent regulation.
• Integrate legal, financial, and technological expertise at all stages of development.
• Use government support programs and venture financing instruments to accelerate growth.
• Implement digital platforms and risk management systems to increase efficiency.

Legal aspects of registering technology companies in the EU and Asia

• Prepare founding documents taking into account KYC/AML requirements and corporate law.
• Obtain necessary licenses (fintech, crypto, payments) at early stages.
• Ensure transparency of ownership structure and compliance with international disclosure standards.
• Use COREDO’s expertise to optimize registration and business support processes.

AML and GDPR compliance: key steps

• Develop internal regulations and train staff on AML and GDPR.
• Integrate digital tools for monitoring trtransactions and data protection.
• Conduct regular audits and update procedures in accordance with changes in legislation.
• Apply COREDO’s best practices to minimize legal risks and increase investor confidence.

Optimizing investments and risk management in tech businesses

• Assess the ROI from implementing innovative technologies using comprehensive metrics.
• Implement internal control systems and compliance automation.
• Use insurance and hedging instruments to protect against financial and operational risks.
• Apply COREDO’s strategic approach to managing investments and risks at all stages of scaling.

The technological ecosystem of Europe: key findings and prospects

Successful development and scaling of a technology business in Europe requires integration of innovations, state support, and strict legal compliance. Europe’s technological ecosystem provides unique opportunities for growth but requires a deep understanding of regulatory requirements, investment strategies, and risk management.

In the coming years, the key challenges will be tighter regulation, competition for talent, and the need for continuous investment in innovation. At the same time, for those ready to act strategically and leverage the opportunities of the European technological ecosystem, prospects open up for large-scale growth and leadership in the global market.

Board structure in private equity companies

Private equity investors require boards of directors not only to meet formal compliance but also to have functional flexibility. In international practice COREDO we see that the optimal board structure in private equity includes:

• Independent directors with experience in investments, M&A and risk management. Their role is not only oversight but also strategic mentorship.
• Professionals in corporate strategy and operational efficiency capable of implementing PE best practices into day-to-day management.
• Members with expertise in Due Diligence, compliance and financial reporting: especially important for companies entering new markets in the EU, the UK, Singapore or Dubai.

A solution developed by COREDO for one of its clients in the Czech Republic allowed the integration of two independent private equity experts and one representative of an institutional investor into the board of directors, which increased the transparency and quality of strategic decisions.

Interaction between the board of directors and management

In one of COREDO’s cases in Estonia, the introduction of monthly meetings with shareholders and investors not only increased process transparency but also accelerated decision-making on new investment projects.

Committees in PE boards: allocation of responsibilities

Boards of directors of public companies with private equity participation are distinguished by a developed system of committees:

• Audit and Risk Committee – key for compliance control and risk management in private equity.
• Strategic Committee: responsible for evaluating and executing M&A deals, monitoring the implementation of strategic plans.
• Corporate Culture and HR Committee, implements mentorship practices and the development of top management.

At COREDO we recommend forming committees with clearly defined KPI s and performance metrics, which allows not only controlling but also developing the business in a multi-stakeholder environment.

The role of the board of directors in managing private equity

The role of the board of directors in managing private equity becomes decisive for the successful implementation of the investment strategy and the protection of shareholders’ interests. It is through the board’s involvement that decisions on key areas are formed, from strategic choices to monitoring the effectiveness of investments, which makes private equity management more deliberate and transparent.

Corporate strategy and decisions on PE investments

Private equity investors demand high speed and quality of strategic planning from boards of directors. Our experience at COREDO has shown that implementing the OKR (Objectives and Key Results) methodology in the board’s strategic sessions not only increases the transparency of goals but also ensures their achievement within tight timelines.

In a COREDO case for a company in the United Kingdom, the board of directors with participation from a PE investor implemented a scaling strategy through a series of M&A deals, using due diligence and regular monitoring of ROI for each project.

Risk management and compliance in public companies with PE

risk management in private equity is not only financial control but also constant monitoring of regulatory changes. The COREDO team implemented an automated compliance system for a client in Singapore, which reduced the risk of AML breaches and increased trust from institutional investors.

The board of directors should regularly assess risks across key areas: financial, operational, legal and reputational. Implementing agile approaches to risk management enables rapid response to market changes and regulatory requirements.

Monitoring strategic plans and operational management

Monitoring KPIs and controlling the execution of strategic plans are among the key tasks of a board of directors with private equity participation. At COREDO we implement dashboard systems for tracking operational efficiency, which allows the board to make decisions based on up-to-date data.

In a COREDO case for a company in Dubai, the board of directors analyzed operational metrics quarterly, which made it possible to identify bottlenecks and promptly adjust the development strategy.

Effectiveness of boards of directors with private equity investments

The effectiveness of boards of directors with private equity investments becomes a key growth factor for companies raising capital at new stages of development. Active investor participation on the board enables a focus on value creation and operational management, which is critical for achieving maximum results and investment returns.

ROI metrics for boards of directors in PE companies

Assessing the effectiveness of the board of directors is a task that requires transparent and objective metrics. In COREDO’s international practice the following methods are used:

• ROI on strategic projects – analysis of return on investment for each line of activity.
• Assessment of board engagement, regular surveys and analysis of participation in strategic sessions.
• Comparing operational metrics before and after a PE investor’s entry reveals the board of directors’ real contribution to increasing the company’s value.

The table below shows key performance metrics:

Impact of private equity on culture and change management

Private equity changes not only financial processes but also corporate culture. At COREDO we observe that the arrival of PE investors requires companies to be open, ready for change, and to implement new governance standards.

In a COREDO case for a client in Slovakia, the board of directors initiated a mentorship program for top management, which increased engagement and accelerated adaptation to new market requirements.

Top-management mentoring through boards of directors

A board of directors with private equity involvement becomes a center for developing managerial competencies. At COREDO we recommend implementing mentorship programs, regular training sessions, and experience exchange between board members and top managers.

In one of COREDO’s projects in Estonia, the board organized a series of masterclasses on risk management and corporate strategy, which improved the quality of management decisions and accelerated business growth.

Managing conflicts of interest with shareholders

Managing conflicts of interest with shareholders requires transparent procedures and a balance of interests among all participants in corporate relations. A proper strategy for resolving such conflicts helps protect shareholders’ rights, increase trust, and stabilize the business.

Conflicts between majority and minority shareholders

Private equity investments often lead to a shift in the balance of interests within a company. The holder of the controlling stake may face resistance from minority shareholders. COREDO’s practice shows that transparent voting procedures, clear allocation of responsibilities, and regular communication to all shareholders reduce the level of conflicts.

In a COREDO case for a client in the EU, the board implemented an electronic voting system and regular reports on key decisions, which increased trust among shareholders.

The role of independent directors in conflicts and transparency

Independent directors are a key element in resolving conflicts and enhancing transparency. At COREDO we recommend appointing independent directors with experience in international companies and knowledge of the specifics of private equity.

In one of COREDO’s projects in the UK, an independent director acted as a mediator between the PE investor and minority shareholders, which prevented escalation of the conflict and preserved the stability of corporate governance.

Impact of regulations on the work of the board of directors

Boards of public companies with private equity face strict regulatory requirements: from compliance to transparency of financial reporting. COREDO’s solution — integrating automated control systems and conducting regular audits — enables the board of directors to respond in time to changes in legislation.

In a COREDO case for a client in Singapore, implementing automated monitoring of regulatory changes reduced the risk of fines and increased investor confidence.

Let’s move on to specific recommendations for boards of directors.

Recommendations for boards of public companies with private equity

Recommendations for boards of public companies with private equity are especially relevant when a company includes external investors as well as owners and top management. In such structures, it is important for the board to consider the interests of all parties and build flexible, adaptive interactions with shareholders and management to effectively respond to the business’s dynamic challenges.

Board management in private equity

• Form the board of directors taking into account competencies in private equity, M&A, compliance, and corporate strategy.
• Implement agile approaches in strategic planning and risk management.
• Organize regular strategic sessions involving all key stakeholders.

Onboarding and development of board members’ competencies

• Develop individual adaptation programs for new board members.
• Introduce training on private equity specifics, corporate governance, and compliance.
• Use mentorship and experience exchange between board members and top management.

Scaling and exit for companies with PE investments

• Assess ROI for each strategic project using transparent metrics.
• Implement scaling strategies through M&A, entering new markets and developing operational efficiency.
• Plan exit strategies for PE investors taking into account the interests of all shareholders and the company’s long-term value.

Key conclusions and practical steps

Boards of public companies with private equity participation become a center of strategic management, a growth driver, and a guarantor of transparency. COREDO’s experience confirms: implementing best PE practices, development towardsCompetencies of board members, effective management of conflicts of interest and regular performance monitoring allow companies not only to meet investors’ expectations but also to outperform the market.

Checklist of actions for boards of directors involving private equity:

• Conduct an audit of the competencies and structure of the board of directors.
• Implement agile approaches in strategic planning and risk management.
• Organize regular strategic sessions with PE investors.
• Appoint independent directors and develop mentorship programs.
• Introduce automated systems to monitor compliance and transparency.
• Evaluate the board’s effectiveness using transparent ROI metrics.

By implementing these steps, you will not only minimize risks but also create conditions for sustainable growth and long-term business value. The COREDO team is ready to support you at every stage of corporate governance transformation, offering solutions proven by international practice and adapted to the specifics of your business.

In 2025 the Swiss online marketplace market demonstrates dynamics capable of surprising even experienced analysts: according to Statista, the country’s e-commerce volume exceeded 15 billion CHF, and the average basket per shopper is one of the highest in Europe.

As the founder of COREDO, I face questions every day about how to launch a marketplace in the Swiss market, which technologies and business models will be relevant in 2025, and what truly works to increase ROI and customer trust. In this article I not only analyze trends but share practical strategies that the COREDO team implemented for clients from the EU, Asia and the CIS, helping them not only comply with strict requirements but also use them as a competitive advantage. If you want to understand how to manage risks, automate processes, implement AI and no-code solutions, and most importantly — build a sustainable and profitable e-commerce business in Switzerland, I recommend reading the article to the end. Here you will find not only answers but tools for real growth.

The Swiss online marketplaces market in 2025

The Swiss online marketplaces market is characterized by a high degree of maturity, yet still retains potential for further growth through digital transformation and the adoption of innovations. According to the latest McKinsey report, e-commerce growth rates in the country consistently exceed 7% per year, and the penetration of marketplace platforms in the Food & Drink, Apparel and Home & Garden segments continues to increase. A feature of the Swiss market is the high concentration of major players such as Galaxus, ImmoScout24 and AutoScout24 (Swiss Marketplace Group), as well as an emphasis on service quality and transaction security.

Unlike other countries in the DACH region, Switzerland demonstrates a more conservative approach to digital commerce: new business models are adopted more slowly here, but trust in platforms is higher and requirements for localization and compliance with standards are stricter. For example, in the Apparel segment there is growing demand for recommerce and sustainability, and in Food & Drink, for transparency of product origin and eco-friendly logistics. COREDO’s practice confirms: successful marketplaces in Switzerland build their strategy on deep integration with local payment systems, automation of catalog management and personalization of the user experience.

Analysis of consumer preferences and behavior

The Swiss consumer is characterized by high purchasing power, yet tends toward caution and careful analysis of offers. Research shows that the share of mobile payments in the e-commerce structure is rapidly growing: in 2025 more than 60% of marketplace transactions are made via mobile devices, and the popularity of digital wallets (for example, Twint) surpasses traditional bank cards. Payment localization becomes a key factor: marketplaces integrating local payment methods record conversion growth of up to 20% compared to those limited to international solutions.

The impact of mobile payments on buyer behavior is clear: the share of impulse purchases is growing, and requirements for transaction speed and security are becoming decisive when choosing a platform.

The impact of digital transformation on e-commerce

Digital transformation in Swiss e-commerce is manifested primarily in content automation and catalog management. A solution developed at COREDO for the Apparel segment automated product updates using AI algorithms, reducing operating costs by 30% and accelerating the market launch of new collections. The adoption of no-code platforms is becoming a standard for rapid marketplace scaling, especially when flexible adaptation to the requirements of different segments and locales is necessary.

AI and no-code solutions not only optimize marketplace catalog management, but also personalize offers, analyze buyer behavior in real time, and automate the processing of reviews and returns. COREDO’s practice shows: companies investing in digital commerce and e-commerce automation achieve higher operational efficiency and adapt more quickly to market changes.

Legal and tax aspects of marketplaces in Switzerland

Switzerland’s legal environment imposes special requirements on online marketplaces related to personal data protection, compliance with AML (Anti-Money Laundering) standards and strict tax regulation. For a successful launch and scaling of a platform it is necessary to consider not only national legislation but also EU norms, especially when it comes to cross-border trade.

Special attention should be paid to taxation issues: in 2025 Swiss regulators tightened control over the correctness of VAT calculation for foreign sellers, as well as for protransparency of financial flows on marketplaces. COREDO’s experience in supporting clients from the EU and Asia confirms: a competent tax structure and timely compliance with regulators’ requirements make it possible to avoid fines and account blocks, and also increase trust from banks and payment systems.

AML consulting becomes an integral part of comprehensive business support: marketplaces are required to implement KYC procedures (Know Your Customer), transaction monitoring and automated systems for detecting suspicious operations. Solutions developed by COREDO make it possible to integrate AML procedures into marketplace business processes without harming UX and service speed.

Risk management and transaction security

Buyers’ trust in marketplaces in Switzerland is largely determined by the level of transaction security and the transparency of personal data processing. Best practices in risk management include regular IT infrastructure audits, the implementation of multi-factor authentication, and the use of AI to detect fraudulent schemes in real time.

Innovation in e‑commerce is not only new payment methods, but also modern cybersecurity tools that comply with GDPR standards and Swiss legislation.

Technologies and automation of marketplaces 2025

technological progress determines the competitiveness of marketplaces: AI and automation are becoming key growth drivers. Product information management (PIM) with the help of artificial intelligence allows centralized control over content quality and relevance, and integration with ERP and CRM systems ensures end-to-end transparency of business processes.

No-code solutions open up opportunities for rapid prototyping of new features and scaling the platform without significant development costs. Implementing e-commerce automation becomes especially relevant for marketplaces operating in multiple segments and regions: such platforms adapt faster to changes in demand and local market requirements.

Automation of catalog and content management

Catalog management automation is one of the key growth factors for marketplaces in Switzerland. Using AI to process and update product listings not only speeds up the launch of new products but also minimizes errors and duplicate entries. The solution implemented by COREDO for one of the clients in the Home & Garden sector reduced the time to publish new products from 48 to 6 hours, and also improved the relevance of search results for users.

Best practices for managing online marketplaces include integrating PIM systems with ERP and CRM, which provides a single point of data control and speeds up approval processes. content automation for marketplaces becomes not only a tool for improving efficiency but also a factor in enhancing user experience (UX), which directly affects conversion and customer loyalty.

Scaling and development of marketplaces in Switzerland

Scaling a marketplace in Switzerland requires taking into account local specifics: here not only technological flexibility is important, but also a deep understanding of user needs, sustainable development standards and recommerce. In 2025, recommerce (trade in used goods) becomes one of the fastest-growing segments, especially in the Apparel and Home & Garden categories. Sustainable development of marketplaces is not just a trend but a strategic advantage that attracts new audiences and builds long-term loyalty.

ROI optimization requires the implementation of clear KPIs and regular performance analysis: successful marketplaces use comprehensive metrics, including GMV, conversion, average order value, return rates and order processing speed. COREDO’s experience shows: integrating analytics tools and regular audits of business processes help identify growth points and timely adjust development strategy.

Cross-border trade and logistics

Cross-border trade (cross-border e-commerce) opens up new opportunities for scaling but is associated with a number of risks: differences in tax regulation, return difficulties, and product certification requirements. The specifics of cross-border trade on Swiss marketplaces require careful logistics planning and integration with local and international partners.

Returns and logistics management becomes critically important: successful marketplaces implement automated parcel tracking systems, integration with local delivery services, and transparent return procedures. The solution developed by COREDO for one of the clients in the Food & Drink segment reduced the average return time from 7 to 3 days, which had a positive effect on customer satisfaction and repeat sales.

Practical recommendations for businesses and leaders

For the successful launch and development of a marketplace in Switzerland in 2025, I recommend following these steps:

• Study local market specifics and user preferences: adapting UX and localizing payment methods significantly increase conversion.
• Implement management automationIntegration with catalogs and content: this will speed up the rollout of new products and reduce operational costs.
• Use AI and no-code solutions to personalize offers and optimize business processes.
• Ensure compliance with legal and tax requirements: regular audits and support from COREDO experts minimize the risk of blocks and fines.
• Implement AML and KYC procedures to increase trust from banks and partners.
• Optimize logistics and returns management: integration with local delivery services and transparent return procedures increase customer loyalty.
• Regularly analyze key KPIs and adjust development strategy based on data.

Choosing a reliable partner for legal support, AML and banking services becomes a determining factor of success: COREDO’s experience shows that a comprehensive approach and a deep understanding of market specifics allow not only minimizing risks but also using them as a growth opportunity.

Online marketplaces in Switzerland: key findings and outlook

The Swiss online marketplace market in 2025 is a space of opportunities for those ready to invest in innovation, automation and sustainable development. Key trends — the growth of mobile payments, personalization, recommerce and the focus on security — are shaping new standards in e-commerce. Legal and tax aspects require a professional approach, and technological innovations are becoming drivers for scaling and increasing ROI.

My experience at COREDO confirms: success in the Swiss market is achieved not only through technology, but also thanks to comprehensive support, process transparency and a focus on user trust. Use these tools: and your marketplace will not only withstand competition but also become a benchmark for the industry.

Key marketplace metrics in 2025

In this article I will explain how the COREDO team helps businesses not only meet regulators’ requirements, but also extract maximum benefit from implementing RegTech: reducing costs, speeding up processes, minimizing risks and building trust with clients and partners. If you are looking for practical solutions for company registration, obtaining financial licenses, automating compliance and risk management, I recommend reading to the end. Here you will find not only strategic ideas but also proven practices that already work for our clients in the EU, Asia and the CIS.

What is RegTech and why does a business need it?

RegTech is not just a technological trend, but a business response to continuously increasing and changing regulatory requirements. Modern companies need to understand what exactly RegTech does and why they need it: these solutions help automate control, reduce costs and improve the manageability of business processes amid rising regulatory demands.

Below we will examine in detail the key components of RegTech systems to understand how they work in practice and what tasks they solve.

Key components of RegTech systems

At the core of RegTech are compliance technologies, corporate compliance management tools and solutions for regulatory adherence. The key components of modern RegTech systems include:

• Integration of KYC procedures and customer identity management (Identity and Access Management, IAM)
• Automation of AML processes and transaction monitoring
• Corporate compliance management and process standardization
• Data analytics for fraud detection and risk management

COREDO’s practice confirms: implementing RegTech not only ensures legal compliance but also increases transparency, simplifies company registration and speeds up counterparty checks.

History and drivers of RegTech development

The emergence of RegTech is linked to the tightening of regulatory requirements after the 2008 financial crisis. Massive fines for failure to comply with AML and KYC, increased demands for transparency and combating financial fraud forced companies to look for new approaches to compliance. The key drivers were:

• Growing volume and complexity of regulatory requirements (GDPR, MiFID II, PSD2)
• The need to automate compliance and reduce the human factor
• Increasing complexity of AML services and KYC procedures for international companies
• The emergence of new FinTech and RegTech startups offering innovative solutions

The COREDO team has implemented compliance automation projects for financial organizations in the Czech Republic, Estonia and Singapore, where AML requirements and KYC are particularly high. Our experience shows: only the integration of modern RegTech tools makes it possible to effectively manage risks and comply with international standards.

RegTech for reducing costs and improving compliance

Implementing RegTech allows companies not only to minimize the costs of regulatory compliance but also to increase ROI from compliance. Automation of regulatory reporting, real-time transaction monitoring and standardization of compliance processes reduce operational expenses by up to 50%.

RegTech technologies: modern solutions and innovations

RegTech technologies today are transforming the approach to regulatory compliance thanks to advanced solutions and innovations that automate routine processes and increase business transparency. In this area, special attention is paid to modern technological tools — from artificial intelligence to machine learning — which enable effective analysis and management of large datasets.

Artificial intelligence and machine learning in RegTech

Modern compliance technologies are built on artificial intelligence (AI) and machine learning (ML). These tools analyze large volumes of data, detect suspicious transactions, predict risks and automatically update rules in accordance with changes in legislation.

Machine learning in regulatory technologies not only speeds up AML and KYC processes, but also improves control quality, reduces the number of false positives and uncovers complex fraud schemes that are inaccessible to manual analysis.

The adoption of data analytics for fraud detection has become the standard for banks and fintech companies in Europe and Asia. In one of COREDO’s cases for a payment platform in the United Kingdom, we integrated an AI module that reduced transaction processing time by 40% and enabled the detection of new types of fraud.

Cloud platforms for regulatory support of companies

Cloud solutions for compliance provide scalability, accessibility and a high level of data protection. The use of cloud computing allows companiesquickly implement new RegTech tools, integrate them with corporate systems (ERP, CRM) and provide continuous real-time transaction monitoring.

COREDO’s experience has shown that moving to cloud RegTech solutions allows clients not only to reduce infrastructure costs but also to ensure compliance with cybersecurity and personal data protection requirements.

Thus, cloud technologies are becoming the foundation for integrating innovative compliance tools and further developing digital solutions.

Big data and blockchain for transparency and security

Big Data and blockchain in RegTech open up new opportunities for transaction monitoring, preventing financial fraud, and increasing transparency of business processes. Analytics based on big data makes it possible to detect anomalies, build customer behavioral profiles, and automate decision-making in real time.

Blockchain technologies provide a decentralized and immutable transaction ledger, which is critically important for audits and client identification. In COREDO projects supporting financial institutions in Estonia and Cyprus, we implemented blockchain modules to automate audit and KYC, which helped increase trust from regulators and partners.

RegTech in international business: AML, KYC, company registration

RegTech in international business today becomes the foundation for automating key processes such as AML (anti-money laundering), KYC (customer identification) and company registration. Using regulatory technologies allows companies to respond faster to changing legal requirements, minimize risks and effectively scale operations in global markets.

Automation of AML and KYC with RegTech

Modern AML services and KYC procedures require not only deep knowledge of legislation but also high data processing speed. RegTech allows automating the collection, verification and analysis of client data, reducing human factor and minimizing the risk of errors.

Anti-money laundering technologies and identity and access management (IAM) integrate with corporate systems, providing end-to-end control and transparency at all stages of client interaction.

Company registration and support with RegTech

Registration of legal entities in the EU, Asia and Africa is becoming increasingly complex due to rising requirements for transparency and beneficiary identification. Using RegTech allows automating document preparation, integrating legal aspects of registration with ERP and CRM systems, and providing full regulatory support for companies at all stages.

COREDO solutions were successfully applied in company registrations in the Czech Republic, Slovakia and Dubai, where compliance automation enabled clients to go through complex licensing procedures and open bank accounts without delays and additional checks.

International regulatory requirements: GDPR, MiFID II, PSD2

Complying with GDPR, MiFID II, PSD2 requires not only technical but also organizational changes. RegTech tools provide change management in legislation, standardization of compliance processes and automation of regulatory reporting preparation.

Risk management and security in RegTech

Effective risk management and security in RegTech become key tasks for financial institutions amid increasing digital threats and growing control requirements. Modern RegTech solutions use data analysis and automation to timely identify risks and prevent fraud, providing reliable protection of business processes.

How RegTech detects and prevents fraud

AML services based on data analytics and financial fraud prevention technologies make it possible to detect suspicious transactions in real time and prevent fraud attempts before they are carried out. Transaction monitoring, compliance automation and corporate compliance management become key tools to protect business from financial losses and reputational risks.

Security and confidentiality of client data

Client data management and confidentiality: critically important aspects for international companies. Cybersecurity in RegTech is ensured through the use of modern encryption methods, multi-factor authentication and automation of regulatory reporting.

COREDO solutions include tools to protect against data leaks and ensure compliance with international security standards.

Implementation and scaling of RegTech solutions

The implementation and scaling of RegTech solutions are becoming a key factor for organizations seeking to quickly and efficiently adapt to constantly changing regulatory requirements. Today RegTech is actively being adopted in various regions of the world, helping businesses automate compliance processes and minimize the risks associated with non-compliance.

RegTech implementation in Europe, Asia and Africa – best practices

Implementing RegTech in financial organizations requires a comprehensive approach: from business process analysis to integration with corporate systems and staff training. Scaling RegTech solutions for large companies is possible only with a clear strategy, process standardization and partnerships with experienced law firms.

The COREDO team has implemented projects for company registration in Asia and Africa, where the key success factor was close cooperation between RegTech providers, legal consultants and clients’ internal teams.

Effectiveness and ROI of RegTech implementation

Assessing the ROI of regulatory technology deployment includes analyzing reductions in operating costs, increased process speed and fewer fines. Metrics and KPIs for evaluating RegTech include transaction processing time, fraud detection rate, number of successfully completed KYC procedures and cost-effectiveness of regulatory compliance.

Integration and scaling challenges for RegTech

The main difficulties of RegTech implementation in international companies are related to integration with ERP and CRM systems, the need to adapt to different jurisdictions and managing changes in legislation. Scalability of RegTech solutions requires a flexible architecture, support for local standards and continuous functionality updates.

COREDO’s experience shows: successful scaling is possible only with a clear change management strategy and close collaboration among all participants in the process.

RegTech: trends and development prospects

RegTech: trends and development prospects: a key topic for the financial sector against the backdrop of strengthening regulatory requirements and the rapid growth of technological solutions. Today innovations in RegTech determine not only the effectiveness of law compliance, but also form companies’ competitive advantages, transforming approaches to risk management and operational processes.

Below we will consider how modern trends, including artificial intelligence and machine learning, influence the development of RegTech and open new prospects for the industry.

Impact of AI and machine learning on RegTech

Generative AI and machine learning in regulatory technologies are becoming the basis for automating compliance, risk forecasting and adapting to new threats. In the next 3–5 years, an increase in the adoption of AI solutions for big data analysis, automation of KYC and AML, as well as the development of self-tuning monitoring systems, is expected.

Development of cloud and blockchain technologies in RegTech

Cloud solutions for compliance and blockchain in RegTech provide not only data security and solution scalability, but also transparency of business processes. The adoption of decentralized platforms and automated auditing is becoming the standard for large international companies.

Expanding RegTech beyond the financial sector

Regulatory technologies in the banking sector have already proven their effectiveness, but today RegTech is actively being implemented in insurance, logistics, healthcare and corporate governance. Managing customer identification through RegTech is becoming an important tool for any business that works with large volumes of data and requires a high degree of trust.

Key conclusions and recommendations for business

• RegTech is a strategic tool for international business, allowing automation of compliance, cost reduction and increased operational transparency.
• Comprehensive regulatory support for companies at all stages: from legal entity registration to obtaining financial licenses, is possible only through the integration of modern RegTech solutions.
• AML services and KYC procedures should be automated to speed up processes and minimize risks.
• For successful RegTech implementation it is important to choose solutions that support cloud technologies, AI and integration with corporate systems.
• Effectiveness assessment should be based on clear metrics: processing speed, fraud detection rate, cost reduction and compliance with regulators’ requirements.
• The key to success: partnering with reliable RegTech providers and legal consultants experienced in international jurisdictions.

RegTech implementation: practical steps

1. Conduct an audit of current compliance processes and risks.
2. Define key automation requirements (AML, KYC, Company registration).
3. Choose cloud and AI solutions with scalability and integration capabilities.
4. Implement standardized processes and train staff.
5. Regularly analyze effectiveness and update solutions in accordance with legislative changes.

Comparison table of RegTech technologies

In conclusion, I would like to note: COREDO’s experience shows that competent RegTech implementation is not just about meeting requirements, but a path to sustainable growth, risk reduction and building trust in international markets.

Business in women’s sports: the state and prospects directly reflect a global shift in attitudes toward women’s competitions.

Against this backdrop it becomes especially important to consider the specifics of the development of women’s sports in key regions of the world.

Development of women’s sports in Europe, Asia and Africa

Women’s football in the sports business

The role of women in the sports business

The influence of female athletes on business and brand

The influence of female athletes on business and brand is becoming increasingly noticeable in the modern industry, where successful contracts, media presence and athletes’ personal image can not only increase recognition but also change the strategy of major companies.

The influence of female athletes on the development of sports brands

Partnerships with women’s sports teams and athletes

Sponsorship and ROI in women’s sports: investment efficiency

Marketing and commercialization of women’s sports

Marketing and commercialization of women’s sports are becoming increasingly relevant as interest in women’s sports grows and their potential to attract new audiences, partners, and sponsors increases.

Marketing strategies for women’s sports teams

Digital platforms and social networks for engaging fans

AI and technologies in women’s sports

Legal support and risk management in the women’s sports business

Legal support and risk management in the women’s sports business are becoming strategically important elements for the sustainable development of companies and clubs operating in international markets.

Legal registration of sports companies in the EU and Asia

AML and risk management in the sports business

International sports law and licensing

Scaling business in women’s sports

Scaling a business in women’s sports requires not only passion but also a clear understanding of growth mechanisms.

Business-modlegal and finance for growth and scaling

Women in the development of sports franchises and startups

Implementing ESG in women’s sports business

Key findings and recommendations for businesses

• Business in women’s sports: it’s not only new markets but also unique challenges: differences in legislation, the need to comply with AML and licensing requirements, rapid technological changes.
• For successful investment in women’s sports, it’s important to build partnerships with talented female athletes, use flexible business models, and integrate innovative technologies.
• legal support for business in sports should include comprehensive audit, selection of the optimal jurisdiction, deal support and the implementation of risk management systems.
• In women’s sports marketing, authenticity in communication, use of digital platforms, and active audience engagement are key factors.
• For scaling and sustainable development of business in women’s sports, it is critical to integrate ESG principles, use modern financial instruments and build long-term partnerships.

Agentic AI in retail and SME banking is a new stage in the development of digital solutions, when artificial intelligence not only helps perform individual tasks, but also makes decisions and acts autonomously to achieve business goals.

Definition of Agentic AI and its key features

Differences between Agentic AI and machine learning with RPA

Technologies in the banking sector 2025 – Agentic AI

Transformation of retail and SME banking with Agentic AI

The transformation of retail and SME banking with Agentic AI begins a new era where autonomous AI agents not only optimize internal processes but fundamentally change the approach to servicing customers and small businesses. Thanks to the ability to make decisions independently and learn from every interaction, Agentic AI becomes the foundation for more personalized, proactive banking services that distinguish retail and SME solutions in a competitive environment.

Improving customer experience and personalization of services

Agentic AI radically changes the approach to customer interactions: now a bank can offer personalized financial products, respond instantly to requests and forecast the needs of SME clients. Through deep analysis of behavior and transactions, AI for small and medium businesses creates individualized offers, increasing loyalty and reducing customer churn.

Automation of KYC and AML procedures for security

The automation of KYC and AML is a key driver of Agentic AI adoption in banks across Europe and Asia. Modern platforms are capable of collecting, analyzing and verifying client data in real time, detecting suspicious operations and generating reports for regulators. Agentic AI for combating fraud uses predictive analytics and machine learning to identify complex money laundering schemes and prevent financial crimes.

Optimization of scoring and SME lending

Agentic AI transforms SME lending processes by automating credit scoring, analyzing non-trivial data sources (for example, behavioral and industry indicators), as well as dynamically reviewing limits and lending terms. As a result, banks can make decisions faster and more accurately, reducing default rates and expanding access to financing for small and medium-sized businesses.

Transaction monitoring and prevention of financial crimes

The use of autonomous AI for transaction monitoring provides round-the-clockreal-time monitoring of operations, instant detection of suspicious schemes and automatic escalation of incidents. Examples of using Agentic AI to prevent financial crime include the implementation of multi-layered filters, self-learning models and integration with global sanctions databases.

Agentic AI in banks: business effects and benefits

Agentic AI in banks is a new stage in the development of autonomous intelligent systems capable of making decisions and performing complex operations without constant human intervention. Today, such technologies offer banks unique business effects and benefits: from cost optimization to increased team productivity and the implementation of more accurate risk management models.

Improving efficiency and reducing costs

The impact of Agentic AI on banks’ operational efficiency manifests in the automation of routine processes, reduction of application processing times, lower compliance costs and a reduced human factor in critical operations. As COREDO’s practice shows, the implementation of autonomous AI agents allows banks to reallocate resources to the development of new services rather than manual data processing.

Scaling AI in finance and ROI of implementation

Scaling AI in the financial sector requires flexible architecture and competent change management. The ROI from implementing Agentic AI is calculated based on reductions in operating expenses, revenue growth from new services and improved customer satisfaction. In one of COREDO’s projects for a bank in Asia, the return on investment in Agentic AI was 220% in 18 months due to reduced AML costs and an increased number of SME clients.

Risk management and compliance with Agentic AI

Agentic AI integrates into banks’ compliance systems to automate monitoring, reporting and risk management. This allows not only compliance with international standards (for example, AMLD in the EU or MAS in Singapore), but also proactive identification of new threats. The solution developed by COREDO for a bank in the United Kingdom enabled a shift from reactive to proactive risk management, reducing the number of incidents by 35%.

Risks of integrating Agentic AI into retail and SME banking

The risks of integrating Agentic AI into retail and SME banking require special attention to how the new autonomous systems interact with existing technological and organizational processes. Despite significant potential to improve efficiency and reduce operating costs, the implementation of agentic AI often faces a number of challenges, especially when working with outdated IT infrastructure and complex internal bank processes.

Integration issues with legacy systems: technical and organizational

Integrating Agentic AI with banks’ legacy systems is one of the main technological challenges. Old platforms often do not support modern APIs, have limitations in processing large volumes of data and do not provide the required level of security. In COREDO’s practice for a bank in the Czech Republic, a phased migration was implemented: through middleware solutions and cloud services it was possible to ensure seamless operation of the new AI agents with the existing infrastructure.

Regulatory requirements and compliance in Europe and Asia

How to ensure Agentic AI meets regulators’ requirements in the EU and Asia? It is important to consider the specifics of national and international standards such as GDPR, AMLD, PSD2, MAS Guidelines. The COREDO team supports projects at all stages, including legal expertise, AI model audits and the preparation of documentation for regulators. This approach minimizes the risk of fines and accelerates the approval of new services.

Ethical and systemic risks of AI agents

Agentic AI brings not only technological but also ethical challenges: transparency of decision-making, prevention of discrimination, personal data protection. Systemic and algorithmic risks require the implementation of explainable AI mechanisms, regular model audits and access control to data. At COREDO we recommend integrating ethical principles and risk assessment procedures at early stages of Agentic AI deployment.

Agentic AI in international banks: best cases and practices

Agentic AI in international banks today sets a new standard for efficiency, autonomy and personalization of banking services, from improving customer service quality to automating key processes and minimizing risks. The best cases and practices demonstrate how the implementation of such solutions not only optimizes operational activities but also opens new opportunities for retail and SME banking.

Transformation of retail and SME banking with Agentic AI

Scaling and change management when implementing AI

Scaling AI solutions requires a clear change management strategy: staff training, phased integration, testing on pilot segments, and continuous performance monitoring. COREDO’s practice has shown that successful projects are built on close collaboration between IT, legal, and business teams, as well as on deploying flexible Agentic AI platforms capable of adapting to the requirements of different jurisdictions.

Practical tips for entrepreneurs and executives

Practical tips for entrepreneurs and executives are especially relevant in the context of modern banking technologies. Today Agentic AI opens new opportunities for automation, risk reduction, and improving customer experience, making businesses more competitive. Below are the key steps to prepare a business for successful work with banks in the era of Agentic AI.

How to prepare a business for banks with Agentic AI?

AI for small and medium-sized businesses opens new opportunities for quick access to financing, personalized products, and automated services. I recommend preparing corporate processes for digital transformation in advance: ensure transparency of the corporate structure, prepare high-quality KYC/AML documentation, and implement internal data governance procedures.

How to choose a banking partner with Agentic AI

Banking technologies in 2025 require partners to be not only innovative but also compliant with regulatory and ethical standards. When choosing a bank, pay attention to the maturity of Agentic AI platforms, experience in your industry, and the presence of transparent compliance procedures. The COREDO team recommends conducting independent audits of AI platforms and assessing their integration with your business processes.

AML in AI-banking: how to minimize risks

Automating KYC and AML is key to reducing risks and accelerating operations. It is important to regularly update internal policies, train staff, and use solutions certified to international standards. COREDO’s practice shows that integrating Agentic AI with systems for combating financial crime not only helps meet regulator requirements but also protects the business from new threats.

Key takeaways and steps for action

Agentic AI is becoming a strategic tool for transforming retail and SME banking, providing new levels of efficiency, security, and personalization. Nevertheless, implementation success depends on proper integration with legacy systems, adherence to regulatory and ethical standards, and the business’s readiness for change.

I recommend:

• Building Agentic AI implementation on a clear change management strategy and phased integration.
• Choosing partners with proven AI expertise and experience operating in your jurisdiction.
• Implementing metrics to assess effectiveness (cost reduction, revenue growth, risk reduction, ROI from Agentic AI implementation).
• Continuously improving AML/KYC procedures and auditing AI models for transparency and compliance with standards.

COREDO’s experience confirms: only a comprehensive and strategic approach to implementing Agentic AI enables not only meeting market requirements but also outperforming competitors, creating a resilient and innovative business amid digital transformation.

By 2025, nearly 80% of international companies in Europe and Asia already use elements of artificial intelligence in human resource management, and every third organization integrates AI into key HR processes.

In practice, the COREDO team has repeatedly encountered that implementing artificial intelligence in HR requires not only technological investments but also a systemic transformation of approaches to staff development, performance evaluation and the formation of corporate culture.

If you are looking for practical guidance and strategic ideas for developing employees in the age of computer technologies, I recommend reading to the end. Here you will find not only the latest trends but also proven solutions that the COREDO team has implemented for clients in different jurisdictions.

Employee AI Development for Business

In 2025, employee AI development became a key driver of competitiveness for companies operating in Europe, Asia and the CIS. According to a Gartner study, over 70% of international organizations already use artificial intelligence in HR to automate routine tasks, increase productivity and digitize HR processes.

Trends shaping AI development in HR:

• HR automation: AI takes on recruitment, resume screening, competency assessment and even conducting initial interviews.
• Digitization of HR processes: Implementing digital HR platforms with AI analytics enables companies to respond quickly to labor market changes, manage talent and build personalized career trajectories.
• Next-level HR analytics: Neural networks and machine learning analyze employee Big Data, identify hidden patterns, and predict risks of burnout and turnover.

AI technologies in HR: machine learning and generative AI

Over the past two years, machine learning and large language models (LLMs) have played a key role in HR transformation. These technologies make it possible to automate competency assessment, reveal employee potential and form optimal teams.

Corporate training with AI reaches a new level thanks to generative artificial intelligence. The solution developed by COREDO for one of its clients in Singapore included the implementation of AI-mentorship: virtual assistants analyzed training results, suggested individual development trajectories and responded instantly to employees’ questions.

Chatbots and virtual assistants in digital HR platforms provide round-the-clock employee support, automate responses to standard requests and help onboard new team members. This approach is especially effective for international companies with distributed offices.

Gamification in training and digital AI-powered employee development tools make the upskilling process interactive and motivating, as evidenced by rising employee satisfaction indices.

HR automation with AI in personnel management

Automating HR processes with AI allows significant acceleration of recruitment and employee assessment. For example, COREDO’s practice showed that implementing AI solutions to automate recruitment in a European fintech company reduced time-to-hire by 40%, and the quality of candidates improved due to objective competency assessments.

Digital HR platforms with AI provide talent management at all stages: from hiring to building individual career trajectories. Personalization of the employee experience becomes the standard: AI analyzes data on performance, training and engagement, offering personalized recommendations.

AI for productivity improvement: In one of COREDO’s cases in the Czech Republic, implementing AI analytics made it possible to identify hidden causes of productivity decline and propose solutions to prevent burnout (burnout prevention). Employee satisfaction indices rose by 15% in the first quarter after implementation.

Implementing AI in employee development and HR

Implementing artificial intelligence in employees’ work requires a systematic approach and phased implementation. COREDO’s experience shows: success depends not only on the choice of technologies but also on the company’s readiness for change.

Key stages of AI implementation:

1. Business process analysis and goal setting: It is important to clearly understand which HR tasks should be automated and which performance metrics will be used.
2. Selection and integration of AI tools: At this stage the COREDO team helps to select optimal digital HR platforms, taking into account the specifics of the jurisdiction and industry.
3. Training employees in AI competencies: Without developing new skills among staff, even the most advanced solutions will not yield the desired effect.
4. Piloting and scaling: Launching pilot projects makes it possible to minimize risks and adapt AI solutions to the real needs of the business.
5. ROI assessment and continuous optimization: It is important to regularly analyze performance metrics and adjust the strategy.

Best practices for using AI in HR processes include:

• Building AI-solution pipelinestaking into account GDPR and AML compliance.
• Implementation of HR analytics to assess employee performance and manage talent.
• Use of digital tools for corporate training with AI and gamification.

Thus, a systematic approach and proper organization of implementation stages make it possible to fully unlock the potential of AI in HR. Next, we will look at how modern AI tools help increase the objectivity and effectiveness of employee evaluation.

Evaluating employee performance with AI

AI tools enable objective assessment of employee productivity and competencies using comprehensive KPIs and HR analytics.

Key metrics:

• Employee satisfaction indices (Employee Satisfaction Index)
• Engagement and turnover indicators
• Speed of onboarding for new employees
• ROI from AI investments in HR
• Employee performance metrics (Performance Metrics)

In COREDO practice, digital tools integrated with corporate HR platforms are used to assess staff effectiveness. For example, AI analytics makes it possible to identify areas for development, predict career trajectories and offer individual training plans.

Managing remote teams with AI

AI is becoming an indispensable tool for managing remote and hybrid teams. Implementing digital HR platforms with AI analytics allows tracking productivity, engagement and preventing burnout among employees working outside the office.

Solutions developed at COREDO include:

• Using AI to monitor productivity and automate feedback
• Implementing corporate training with AI to develop skills in distributed teams
• Applying AI analytics to identify risks of burnout and decreased motivation

COREDO’s practice shows: implementing multi-level control systems and regular audits of AI solutions helps minimize these risks.

The impact of AI on corporate culture and talent development

AI not only optimizes processes but also changes corporate culture, increasing engagement and openness to innovation. A new culture of collaboration between people and algorithms is forming in international companies in Europe and Asia.

The role of AI in shaping corporate culture:

• Increasing transparency of decision-making
• Personalization of career trajectories and talent development using AI
• Introducing AI competencies as a mandatory element of corporate training

New jobs and competencies: With the increased adoption of AI in HR, new roles are emerging — prompt engineers, AI trainers, specialists in HR analytics and digital platforms. COREDO’s solution for a client in the UK included the development of a training program for employees to work with generative AI and large language models.

Thus, AI is becoming a key driver of change and opens new opportunities for corporate training, which we will examine in detail in the next section.

Corporate training with AI: tools and practice

Modern digital tools for employee training with AI include gamification, virtual mentors and chatbots integrated into HR platforms. This approach provides personalization of learning and accelerates the development of required competencies.

Best practices for integrating AI mentoring:

• Using chatbots for onboarding new employees and providing 24/7 support
• Implementing digital learning platforms with gamification elements and individual feedback
• Analyzing training effectiveness using AI analytics and adjusting development programs

Recommendations and conclusions for entrepreneurs and leaders

How to start implementing AI for employee development in an international company:

• Audit current HR processes and identify areas for automation
• Define key performance metrics and objectives for AI implementation
• Choose reliable digital HR platforms with AI functionality, taking into account local legal requirements
• Organize employee training on AI competencies
• Launch pilot projects and scale successful solutions

How to minimize risks and increase ROI from AI investments in HR:

• Implement multi-level control systems and regular audits of AI solutions
• Ensure algorithmic transparency and protection of employee data
• Use HR analytics for continuous process optimization

Recommendations for choosing AI tools and building an AI strategy:

• Focus on solutions that support integration with existing business processes
• Consider industry specifics and jurisdiction
• Implement digital tools for employee training and development with AI

Checklist for successful digital HR transformation:

• HR process audit
• Defining goals and metrics
• Selecting AI platforms
• Employee training
• Launching pilot projects
• Evaluating ROI and scaling

Article conclusion for SEO

The development of AI employees in the era of computer technologies: it’s not just the implementation of new tools, but a comprehensive transformation of approaches to personnel management, corporate training and talent development. COREDO’s international experience confirms: companies investing in the digitization of HR p

Processes and the development of AI competencies gain a sustainable competitive advantage in the global market.

In conditions of rapid change and increasing demands for business flexibility, only a systematic approach and continuous employee training in working with AI make it possible not just to adapt, but to outperform competitors. Digital transformation of HR is the key to long-term success and the development of your business in Europe, Asia and the CIS.

If you are ready to take the next step toward developing employees’ AI capabilities and building an effective HR strategy, the COREDO team is always ready to share expertise and practical solutions for your business.

What are grey schemes on www.abecedaprace.cz and why are they dangerous to use?

Grey schemes are a set of opaque legal and financial constructions used to circumvent laws, hide ultimate beneficiaries, minimize tax burdens or launder income of dubious origin. On the platform www.abecedaprace.cz they often appear through offers for quick company registration in the EU, Asia or Africa with a minimal set of documents, the use of nominee directors, or the registration of offshore entities without a real economic presence.

Classic types of grey schemes include:

• Registering legal entities in offshore jurisdictions to hide assets or circumvent tax laws.
• Using corporate structures with nominee owners to conceal the real beneficiaries.
• Applying schemes to legalize income through fictitious transactions, sham companies and transit accounts.
• Systematic breaches of compliance and AML controls when registering companies and opening accounts.

Risks of grey schemes for businesses in Europe and Asia

Legal risks of grey schemes include:

• Violation of compliance and AML controls, which leads to fines, sanctions, and in some cases — criminal liability of directors.
• Tax consequences: additional assessments, asset freezes, and unannounced audits and investigations by tax and financial regulators.
• Violation of EU corporate law and international law, which can lead to transactions being declared void, company registration being annulled, or licenses being revoked.

The impact on a company’s reputation and investment attractiveness is one of the most underestimated factors.

Key legal risks of grey schemes:

• Violation of EU corporate law requirements and international AML agreements.
• Directors’ liability for company actions, including subsidiary and criminal liability.
• Case law on AML in Europe and Asia demonstrates regulators’ tough stance toward companies using schemes to circumvent laws.

Legal support and AML against grey schemes

Legal support for international companies: it is not just document preparation, but a comprehensive system for protecting the business from risks associated with grey schemes. Solutions developed by COREDO include:

• Implementing compliance policies that meet regulatory requirements in the EU, Asia and Africa.
• Conducting independent Due Diligence on counterparties and checking corporate structures for AML compliance.
• Organizing internal audits and automating AML control processes — from KYC to transaction monitoring and AML reporting.

AML services implemented by the COREDO team cover:

• KYC (Know Your Customer): digital identification of clients, verification of sources of funds, analysis of corporate structures.
• Due diligence: legal verification of counterparties, analysis of income legalization schemes, detection of signs of fraud.
• Transaction monitoring: implementation of automated systems, integration with sanctions lists, configuration of triggers to detect suspicious operations.
• Automation of AML processes: using modern technologies to reduce human error and increase the effectiveness and transparency of control.

okirovok.

AML in Europe, Asia and Africa: features and comparison

EU regulatory requirements are among the strictest in the world. The EU Anti-Money Laundering Directive (AMLD) requires companies to implement comprehensive KYC procedures, carry out regular checks of corporate structures and ensure transparency of ultimate beneficiaries. In Asia and Africa AML compliance requirements vary, but key standards — FATF, international AML agreements and local regulations — are becoming increasingly stringent.

COREDO’s practice has shown that successful company registration in Asia and Africa is impossible without integrating AML procedures into corporate governance.

AML recommendations for international companies:

• Implement automated transaction monitoring systems.
• Regularly update compliance policies taking into account changes in legislation.
• Provide staff training on AML and corporate law issues.
• Use digital customer identification to speed up processes and increase transparency.

Registration of legal entities in the EU, Asia and Africa: risks and opportunities

Procedures for company registration in the EU, Asia and Africa require deep understanding not only of local regulatory requirements but also of international AML and compliance standards. COREDO’s experience shows that the key risks are related to:

• Registering companies in offshore jurisdictions without real economic presence.
• Using nominee directors and shareholders to hide beneficiaries.
• Applying corporate structures that do not meet AML and corporate law requirements.

Solutions implemented by the COREDO team include:

• Legal support at all stages of registration, from preparing documents to obtaining licenses and opening bank accounts.
• Conducting an independent audit of corporate structures and identifying signs of gray schemes.
• Implementing financial monitoring procedures and internal audit to prevent the legalization of proceeds of dubious origin.

Thus, complying with a comprehensive approach to regulatory requirements creates a solid foundation for further legal support of startups and business scaling.

Legal support for startups and business scaling

Supporting startups in the EU and Asia requires a special approach: it is important not only to choose the right jurisdiction, but also to ensure transparency of the corporate structure, compliance with AML and tax planning requirements. COREDO’s practice confirms: implementing compliance policies and automating AML processes allows scaling the business without using gray schemes.

Methods to prevent gray schemes when scaling a business:

• Conducting legal due diligence of transactions and corporate structures.
• Implementing internal audit and regular counterparty checks according to AML standards.
• Using digital solutions for customer identification and transaction monitoring.
• Certification of legal services and team training on corporate governance and antitrust regulation issues.

Practical ways to detect and prevent gray schemes on abecedaprace.cz

Detecting gray schemes requires a comprehensive approach: analysis of corporate structures, transaction monitoring, counterparty checks and implementation of automated AML control systems. COREDO’s experience shows that the most effective methods include:

• Using digital platforms to check corporate structures and identify nominee owners.
• Carrying out due diligence of counterparties with analysis of sources of funds, corporate history and compliance with AML standards.
• Implementing automated transaction monitoring systems with integration of sanctions lists and triggers to detect suspicious operations.
• Regularly updating compliance policies and training staff on anti-money laundering and financial crime issues.

Thus, a comprehensive approach and modern AML tools make it possible to significantly reduce the risk of violating the law and minimize the likelihood of being held liable.

How to avoid fines for gray schemes

Fines and sanctions for violating AML legislation in the EU and the CIS can reach tens of millions of euros, and in some cases lead to criminal liability of directors and the blocking of corporate accounts. Case law on AML demonstrates a tough stance by regulators: even a formal compliance breach can result in massive financial losses and business failure.

Practical recommendations for minimizing the risk of fines:

• Implement internal audit and regular review of corporate structures.
• Use automated monitoring systems to detect suspicious operations.
• Ensure transparency of corporate governance and AML reporting.
• Provide team training on compliance, anti-corruption and financial monitoring.

The solutions implemented by the COREDO team not only allow detecting gray schemes on www.abecedaprace.cz, but also preventing their emergence, ensuring sustainable business development in international markets.

Impact of gray schemes on business and reputation

Gray schemes undermine the trust of partners, investors and clients, create risks for the entire corporate structure and reduce the company’s investment attractiveness. Reputation risk management is a key element of a sustainable business strategy.

• Conducting legal due diligence of transactions and corporate structures.
• Implementing transparent corporate governance and reporting procedures.
• Using digital solutions to monitor transactions and detect signs of fraud.
• Regularly updating compliance policies and training the team on AML and corporate law.

Key findings and recommendations

Gray schemes on www.abecedaprace.cz are not just a risk but a real threat to international business, capable of causing financial losses, account freezes, litigation and loss of trust from partners and investors. Solutions developed by COREDO make it possible to identify and prevent gray schemes, ensure transparency of corporate structures and compliance with international AML and corporate law standards.

Recommendations for organizing legal support and AML control:

• Implement automated systems for transaction monitoring and internal audit.
• Conduct regular checks of corporate structures and counterparties according to AML standards.
• Ensure transparency of corporate governance and reporting.
• Train the team on compliance, anti-corruption and financial monitoring.
• Use digital solutions for client identification and transaction monitoring.

Steps for safe registration and conducting business in the EU, Asia and Africa without gray schemes:

• Choose jurisdictions with transparent regulatory requirements and a high level of investor protection.
• Carry out independent due diligence of corporate structures and counterparties.
• Implement AML control procedures and internal audit at all stages of the company’s development.
• Regularly update compliance policies taking into account changes in legislation and case law.

Continuous monitoring, automation and staff training are key elements of a sustainable business development strategy. COREDO’s practice shows: only a comprehensive approach can protect a business from risks associated with gray schemes and ensure its long-term sustainability in international markets.

Comparison table of risks and solutions

If you want to receive an individual strategy for identifying and preventing gray schemes, ensure transparency of corporate structures and compliance with international AML standards, the COREDO team is ready to offer solutions adapted to your business in the EU, Asia and Africa.

In 2024, global business faced an unprecedented rise in financial crime: according to ACAMS, in the EU alone losses from money laundering exceeded €197 billion, and in Asia the number of suspicious transactions increased by 43% year-on-year.

Transactional matching is not just a technological tool, but the strategic foundation of modern corporate security and legal support.

Its implementation is the key to risk management, compliance with international standards, and scaling the business without unexpected obstacles.

In this article I, Nikita Veremeev, CEO COREDO, will examine in detail why transactional matching is critically important for business, how it integrates with AML services and legal support, and what practical steps should be taken to protect and grow your company in the EU, Asia, and Africa. Read to the end; you will receive not only strategic ideas but also concrete recommendations tested by COREDO.

What is transactional matching for business?

Transactional matching for business is about process optimization, where the success of a deal depends on the accuracy and speed of reconciling operations between companies and their customers or partners. Understanding the basics of transactional matching will enable businesses to increase efficiency, reduce costs, and automate key stages of interactions.

Basics of transactional matching

In international business, transactional matching underpins financial transaction monitoring, allowing for transactional control and reduction of operational risks.

COREDO’s practice has shown that proper configuration of transactional matching not only speeds up payment processing but also minimizes the likelihood of accounting errors, especially when working with multiple currencies and jurisdictions. In one case for a client from the Czech Republic, the COREDO team implemented a transaction control system that reduced reconciliation time by 63% and lowered the number of disputed transactions to a statistically insignificant level.

The impact of transactional matching on risk management

It provides early detection of financial crime and fraud, allowing for rapid response to anomalies and suspicious operations. Modern matching systems use machine learning algorithms to analyze big data and detect atypical patterns related to attempts to launder money or finance terrorism.

The solution developed at COREDO for an international group integrated transactional matching with an anomaly monitoring system, which made it possible to detect attempts to split payments and circumvent limits set by regulatory requirements in the EU and Asia. This approach not only reduces the risk of financial losses but also protects the company’s reputation in the global market.

Transactional matching in AML: role and significance

As AML compliance tightens for companies in the EU, Asia, and Africa, transactional matching becomes an integral part of the fight against money laundering. International standards FATF require companies to implement effective AML procedures for business, including automated transaction reconciliation, customer identification (KYC), and monitoring of suspicious operations.

In a case for an Estonian fintech company, the COREDO team implemented a comprehensive AML strategy where transactional matching was integrated with ERP and CRM systems, providing transparency and control at every stage of the financial operation.

Legal support and transactional matching

Legal support ensures the reliability and transparency of all stages of the transactional process, reducing risks and preventing potential conflicts. Transactional matching requires fine legal expertise to protect the interests of the parties and ensure compliance with industry standards.

Legal expertise in transactional matching

Organizing transactional matching is impossible without a deep understanding of the legal aspects of AML and compliance. Legal expertise in AML is necessary for correct interpretation of regulatory requirements, assessment of legal risks, and prevention of liability for AML violations in the EU and Asia.

The COREDO team implemented a project for a British investment company where legal analysis made it possible to identify weaknesses in the transactional control policy and propose adjustments that align with the latest changes in regulatory acts by the FCA and ESMA. Such an approach minimizes legal risks in the absence of transactional matching and ensures business resilience to external audits.

Legal support and LLC registration

Registration of legal entities in the EU and Asia requires not only the preparation of incorporation documents but also the integration of transactional matching into business processes from the company’s first day of operation. Legal support during registrationLegal entities includes analysis of requirements for AML support, the setup of KYC procedures and the implementation of transaction monitoring systems.

In a case for a client starting a business in Singapore, the COREDO team audited regulatory requirements and integrated transaction matching into the corporate structure, which helped avoid delays when opening bank accounts and sped up obtaining financial licenses.

The specifics of AML support when registering legal entities in Africa require consideration of local regulations and international FATF standards, which is especially important when working with cross-border transactions and multi-currency settlements.

The role of a lawyer and a compliance officer in AML and transaction matching

The compliance officer is a key figure in organizing an AML strategy for international business. Their task is to ensure management of corporate risks, transaction monitoring and timely updating of procedures in accordance with changes in legislation.

Automation of transaction matching in AML

Automation of transaction matching in AML is becoming a key condition for effectively combating financial crime today. The development of digital technologies makes it possible to introduce innovative approaches to detecting suspicious transactions and significantly accelerate the analysis of transactions in automatic mode. The following sections examine modern technologies that are shaping the new reality of transaction matching in the AML field.

Transaction matching: modern technologies

Effective transaction matching is impossible without the use of modern technologies. Machine learning algorithms in AML enable automating transaction reconciliation, detecting anomalies and predicting risks. Blockchain technologies in financial control provide immutability of records and transparency of operations, which is especially important for companies working with crypto assets and payment services.

The COREDO team implemented monitoring and anomaly detection systems for clients from Dubai and Slovakia, using hybrid solutions based on artificial intelligence and cloud platforms. This approach makes it possible to process large volumes of data and ensure scalability of AML processes as the business grows.

Integration of transaction matching with AML, KYC, ERP and CRM systems

Integration of AML and ERP systems, as well as automation of customer identification (KYC), are becoming the standard for international companies. AML reporting and audit systems make it possible to form a transparent picture of financial flows and to timely identify suspicious operations.

COREDO’s practice has shown that integrating transaction matching with CRM systems speeds up the onboarding process for new clients, and with ERP provides end-to-end control over all stages of a deal. In a case for a payment provider from Cyprus, the COREDO team implemented a comprehensive integration that reduced the time for compliance checks by 48%.

Automation of legal support: best practices

Digital transformation of legal support is a trend in recent years. AML software and automation of legal support not only reduce costs but also improve the quality of control.

COREDO’s solutions include the implementation of cloud platforms, automated audit and monitoring systems, as well as staff training to work with new technologies. Scaling AML processes becomes possible thanks to the flexible architecture of solutions and the constant updating of algorithms in accordance with changes in regulatory norms.

Transaction matching in the EU, Asia and Africa

Transaction matching is becoming a key tool for transparency and efficiency of financial operations in different regions, including the EU, Asia and Africa. In each region, its implementation and maintenance require strict compliance with local regulatory requirements and compliance standards, which affects the structure and algorithms of matching systems.

Regulatory requirements and compliance by country

International FATF standards define the basic requirements for AML and transaction matching, but each jurisdiction — the EU, Asia, Africa — has its own regulatory specifics. Cross-border regulation and compliance require taking into account local norms, reporting peculiarities and identification procedures.

The COREDO team conducts audits of regulatory requirements for clients entering new markets and develops individual strategies for implementing transaction matching taking into account the specifics of each country.

Transaction matching and AML compliance in the EU

AML compliance for companies in the EU requires a high degree of automation and transparency. Legal risks in the absence of transaction matching in EU companies include account freezes, fines and loss of licenses.

COREDO’s practice confirms that implementing transaction matching into the business processes of companies registering in the EU not only ensures compliance with regulators’ requirements but also significantly accelerates the process of scaling the business.

Scaling and transaction matching in Asia and Africa

Scaling a business through effective transaction matching is the key to success in the markets of Asia and Africa. How does transaction matching help scale a business? By automating transaction reconciliation, integrating with local payment systems and taking into account the specifics of local regulatory requirements.

The COREDO team implemented transaction matching projects for clients from Singapore and South Africa, which significantly reduced the time to adapt processes to new markets and avoid fines for non-compliance with AML standards.

Impact of transaction matching on business and ROI

transactional matching why it matters for business»” src=”https://coredo.eu/wp-content/uploads/2025/10/VLIIANIE_TRANZAKTSIONNOGO_MATCHINGA_NA_BIZN_H2_IMG_5.webp”/>

Transactional matching plays a key role in the modern business environment, directly affecting process efficiency and ROI metrics. Properly designed transaction matching mechanisms not only increase operational transparency but also significantly reduce costs and risks for businesses.

How does transactional matching improve ROI in AML and legal practice?

The impact of transactional matching on companies’ ROI is clear: reduced operating expenses, fewer errors, faster payment processing and lower risks of financial crime. AML and transactional matching performance metrics include reconciliation speed, number of detected anomalies, response time to suspicious transactions and level of regulatory compliance.

Measuring effectiveness: metrics and KPIs

ROI and KPI metrics for transactional matching include:

• Share of automated reconciliations
• Transaction processing time
• Number of detected suspicious transactions
• Level of AML compliance
• Reduction in errors and disputed transactions

AML audit and reviews allow regular evaluation of the effectiveness of implemented solutions and adjustment of processes in line with changes in legislation.

Thus, regular AML audits ensure not only quality control of transactional matching but also form the basis for sustainable system development in the long term.

Long-term consequences of ignoring transactional matching

Ignoring transactional matching leads to legal risks of AML non-compliance, account freezes, fines and loss of business reputation. Long-term consequences for businesses include reduced investment attractiveness, limited access to international markets and increased costs to restore processes.

Implementing transactional matching into business processes

Implementing transactional matching into business processes opens up new opportunities for automation, increased transparency and internal control within the company. This approach not only improves the efficiency of individual operation stages but also allows integration of modern tools — for example, those related to AML and legal support — into the company’s regular working structure.

Integrating transactional matching with AML and legal support

• Audit current business processes and identify risk points
• Select the appropriate technology for matching automation
• Integrate transactional matching with AML systems and legal support
• Train staff to work with the new tools
• Set up regular AML audits and performance monitoring

The COREDO team implemented similar steps for clients from Estonia and the United Kingdom, ensuring rapid deployment of solutions and risk minimization.

How to minimize risks and comply with jurisdiction requirements

• Take into account international regulation of financial operations and local rules
• Implement a risk-based approach to AML
• Use anomaly detection systems and automated reports
• Engage legal advisors to analyze new requirements

The solution developed by COREDO for a client from Slovakia included integrating AML compliance for companies, taking into account changes in FATF recommendations and local regulatory acts.

Choosing technologies and partners for matching automation

• Evaluate AML software by scalability, flexibility and standards compliance
• Choose partners with proven expertise in international legal support
• Integrate solutions with ERP, CRM and payment systems for end-to-end control

The role of a legal consultant in AML and transactional matching: ensuring processes comply with regulatory requirements and protecting business interests.

Key takeaways and practical steps for business

Transactional matching is a strategic tool for legal support and AML compliance that provides transparency, security and efficiency for businesses in the EU, Asia and Africa. Implementing modern technologies and integrating them with legal and financial processes allows companies not only to meet regulatory requirements but also to gain competitive advantages.

I recommend that entrepreneurs and managers start with an audit of current processes, choose reliable partners and use modern AML technologies to scale the business without limitations.

Table of keywords by section:

In 2025 the financial sector is experiencing a unique moment: according to EY, 72% of international investors consider compliance in financial services the main criterion of trust when choosing a partner or jurisdiction. At the same time, global fines for AML violations and sanctions regimes exceeded $6.5 billion in the past 12 months alone, and the number of regulatory inspections increased by 30% in the EU and Asia.

Here you will find answers to key questions: how to build an effective compliance system, increase investor trust, minimize risks and use the regulatory changes of 2025 as a growth point.

Compliance in financial services: what it is and why it’s needed?

Understanding what compliance is and why it is needed is especially important for the sustainable development of the financial organizations themselves and the protection of their clients.

Compliance and the resilience of financial organizations

The resilience of financial organizations is impossible without a mature compliance system. In recent years, the COREDO team has implemented projects where it was precisely the compliance culture and regular employee training that allowed clients not only to minimize the risks of financial crime but also to increase operational resilience amid tightening regulation. The implementation of corporate governance, transparency and accountability principles becomes an integral part of the risk management strategy in the financial sector. COREDO’s practice confirms: companies investing in the development of a compliance culture show higher resilience indicators and adapt faster to new regulatory requirements.

According to the European Banking Authority (EBA), companies with a developed internal control system and regular AML/CFT training reduce the likelihood of incidents by 40% compared to the market.

Compliance with financial services regulations in the EU, Asia and Africa

EU financial regulation, as well as the requirements of regulators in Singapore, the United Kingdom, the UAE and Cyprus, impose not only high standards of transparency on companies but also strict requirements for data protection, data localization and consideration of the specifics of local laws. Solutions developed at COREDO take into account the impact of the 2025 regulatory changes: for example, new EU directives on ESG, the expansion of MAS’s powers in Singapore, and the tightening of controls over digital assets and CBDCs.

Particular attention is paid to compliance with GDPR and data localization. The implementation of hybrid models of data storage and processing allows our clients to ensure compliance not only with European but also Asian privacy standards, which becomes critically important in cross-border operations and business scaling.

AML services for business – what they include and why they are needed?

Understanding *what such services include* and *why they are needed* is critically important for international companies facing different legal requirements and levels of threat.

Best AML practices for international business

Combating money laundering in Europe and Asia requires not only knowledge of FATF standards but also the ability to adapt AML processes to the specifics of each jurisdiction. COREDO’s experience shows that it is the flexible configuration of KYC and Due Diligence procedures, integration of automated transaction monitoring systems and regular audits that allow international companies to effectively manage risks and meet regulators’ expectations.

This solution reduced operational costs by 25% and accelerated compliance screening for new clients.

Assessing the effectiveness and ROI of compliance and AML programs

Assessing the ROI of compliance programs is a task the COREDO team approaches systematically. We use a set of KPIs: the number of prevented incidents, transaction processing speed, the level of false positives in AML systems, as well as a direct comparison of compliance costs with savings on fines and reputational losses.

According to a Deloitte study, companies that regularly assess the effectiveness of compliance programs achieve increased trust from partners and regulators 30% faster.

Registration of legal entities and company support abroad

Registration of legal entities and company support abroad: this is a strategic step for entrepreneurs seeking to enter new markets and strengthen their business position on the international stage. The process opens access to promising jurisdictions and new opportunities and requires close attention to the specific legal nuances of each country.

In this section we will examine the key aspects of establishing legal entities abroad and effectively supporting companies in the EU, Asia and Africa.

Registration of legal entities in the EU, Asia and Africa

Registration of legal entities in the EU, Singapore, the UAE and a number of African countries requires a deep understanding of local regulatory requirements and the specifics of corporate law. COREDO’s practice confirms: the key to success is not only the correct preparation of founding documents but also the competent construction of ownership structures to minimize tax and legal risks.

For example, in Singapore company registration is possible only through licensed providers (Registered Filing Agent), and for certain types of activities (financial services, brokerage, fintech) obtaining special licenses and approvals from ACRA and MAS is required. In the Czech Republic and Estonia the emphasis is on transparency of beneficial ownership and compliance with AML/CFT requirements. In Africa, by contrast, special attention is paid to data localization and consumer protection.

Licensing and account opening for financial business

Obtaining licenses for crypto, payment, banking and forex services is a distinct challenge for international companies. COREDO’s solutions include comprehensive preparation for licensing audits, support for communications with regulators (FCA, MAS, EBA), as well as assistance in opening accounts in foreign banks where due diligence and AML requirements are becoming increasingly strict.

Digital transformation of compliance in finance

Digital transformation of compliance in finance today means not just implementing new technologies, but a profound change in work standards, interaction formats and the financial products themselves. By 2025, decentralized systems, digital assets and CBDCs come to the fore, requiring businesses to adopt fundamentally new approaches to compliance and control.

Digital assets and CBDC: compliance in 2025

The emergence of central bank digital currencies (CBDCs) and the growth in digital asset turnover require companies to adopt new approaches to compliance and risk management. The COREDO team analyzes the impact of these trends on the architecture of AML/KYC processes and develops solutions that take into account the specifics of working with tokenized assets, smart contracts and cross-border payments.

In 2025, EU and Asian regulators tighten requirements for the traceability of digital currencies, while MAS and the FCA introduce new standards for monitoring cryptoasset transactions. The introduction of artificial intelligence into compliance systems enables COREDO to offer clients tools for automatic anomaly detection and early fraud prevention.

Automation of compliance solutions and scaling

Automation of AML processes and integration of fraud detection technologies become critically important when scaling a business. COREDO’s experience shows that implementing modular solutions based on machine learning and cloud platforms not only improves the quality of compliance monitoring but also provides flexibility when entering new markets.

Scaling strategies for AML and compliance solutions developed by COREDO allow clients to quickly adapt to new regulatory requirements and maintain a high level of trust from partners.

Thus, modern approaches to automating AML and fraud detection become an integral part of comprehensive risk management and ensuring the resilience of financial organizations.

Risk management and resilience in finance

risk management and resilience in finance: this is the foundation of reliable operation for any organization in conditions of uncertainty. Effective identification, assessment and mitigation of risks directly affect a company’s financial stability and enable sustainable long-term development. In current conditions, management of areas such as financial crime and sanctions risk becomes particularly important.

Managing risks of financial crime and sanctions

In 2025, sanctions regimes become increasingly complex and dynamic, especially for companies operating in multiple jurisdictions. COREDO’s analysis shows that key risks are associated not only with direct financial losses but also with reputational threats and the blocking of international operations.

This allows timely identification of potential violations and adjustment of business processes before critical consequences occur.

Ensuring operational resilience amid geopolitical instability

Geopolitical factors are increasingly affecting compliance in the financial sector. Operational resilience is becoming a priority: COREDO develops scenario response plans for clients, as well as tools for rapid relocation of critical functions between jurisdictions.

Confidence in compliance for financial services – practical steps

• The development and implementation of compliance systems in financial companies begins with an audit of current processes, assessment of the maturity of the compliance culture and identification of key risk areas. The COREDO team uses international standards (FATF, EBA, MAS) and best practices to build effective monitoring and internal control systems.
• Developing a sustainable finance strategy requires integrating ESG factors, taking into account new regulatory requirements and continuous engagement with regulators. COREDO’s solutions allow clients not only to comply with standards but also to use compliance as a tool to attract investment and increase trust.
• Increasing financial inclusion and protecting customers become possible through the implementation of digital platforms, automation of KYC/AML and consideration of the specifics of local markets. COREDO’s practice confirms: a flexible approach to compliance allows expanding the customer base without increasing risks.
• Choosing reliable partners for legal support and AML services is a key success factor when entering new markets. COREDO’s experience shows: comprehensive support at all stages: from company registration to obtaining licenses and implementing new standards – ensures clients sustainable growth and minimization of operational and reputational risks.

Key findings and recommendations

Confidence in compliance is not only formal adherence to requirements, but also a strategic asset that determines the long-term success of a financial business. COREDO’s practice proves: a systematic approach to risk management, the adoption of innovative technologies and continuous monitoring of regulatory changes not only minimize threats but also use compliance as a growth driver.

• invest in developing a compliance culture and employee training;
• regularly assess the effectiveness of compliance and AML programs using key metrics;
• integrate digital solutions to automate and scale compliance processes;
• build partnerships with experts who have deep knowledge of international standards and local specifics.

In the fast-changing conditions of 2025, it is confidence in compliance that distinguishes market leaders from followers. The COREDO team is ready to be your reliable partner on this journey – providing not only expert support, but also strategic solutions that work for your success today and tomorrow.

Thousands of cases of threats to founders, attempts at corporate espionage and attacks on business assets are recorded annually in Europe, Asia and Africa — and most of them occur not in war zones but in developed financial centres.

But why, despite technological advances and tightening regulatory requirements, do founders’ personal security and investors’ corporate security still remain vulnerable?

Is it worth relying solely on standard physical security measures if modern threats are becoming increasingly hybrid — combining cyber risks, social engineering and local specificities? How do you assess the ROI of investments in security if a real threat may emerge years later? And most importantly, which strategies actually work when it comes to protecting the business and the personal safety of founders in the context of international expansion?

Personal security of company executives

The personal security of company executives is becoming an increasingly complex task: modern threats go far beyond physical protection and require a comprehensive digital and organizational approach. Executives face new risks every day, from targeted cyberattacks to leaks of personal information, which makes timely assessment of personal security risks a key element of corporate protection.

Assessing personal security risks in business

In COREDO’s international practice we find that assessing personal security risks for founders and top managers requires a systemic approach. Geopolitical changes, the rise of cyber threats and increasing competition lead to new scenarios: from targeted attacks on executives in countries with high levels of corruption to attempts to apply pressure through family members or insiders.

To analyze threats, the COREDO team uses comprehensive methodologies: from classic risk assessment (ISO 31000) to dynamic monitoring of local and industry risks using AI analytics. For example, when a client enters the Southeast Asian market we consider not only the crime situation but also cultural specifics that may affect the perception of an executive’s status and vulnerability.

Assessment methods include:

• Structured threat analysis (threat mapping) taking into account the specifics of the region and industry.
• Monitoring mentions in the media and social networks to identify potential pressure campaigns.
• Assessment of corporate risks related to insider threats and corporate espionage.

Practical personal security measures

COREDO’s implemented projects show that personal security and VIP escort are not only physical protection, but also the construction of a multi-layered protection system. In Europe and Asia, biometric access control technologies are increasingly used, allowing the risk of unauthorized entry to be minimized even if classical identifiers are compromised.

Key measures include:

• Use of professional personal escorts who have been trained in international security protocols (for example, Executive Protection standards).
• Implementation of biometric access control systems (face recognition, fingerprints) integrated with corporate security systems.
• Development and regular updating of security protocols for executives, including incident response scenarios, training on preventing social engineering and accompaniment during business trips.

Physical security and protection of companies

Physical security and protection of companies: this is the foundation for protecting people, property and the uninterrupted operation of the business. A well-thought-out system of physical measures and rules makes it possible to prevent threats related to unauthorized access, theft or equipment damage, and provides peace of mind for employees and clients.

Physical security of companies – measures and rules

Physical security of business: it is not just perimeter guarding, but a system that combines video surveillance, alarms, monitored security and access control with digital solutions. In COREDO practice, effective projects were built on the principle of integration: physical security and access control are complemented by video surveillance analytics, and alarm systems by the capability of emergency call and remote monitoring.

Key elements of comprehensive business security:

• Implementation of intelligent video surveillance systems with face recognition and behavior analysis functions (AI-powered CCTV).
• Multi-level access control, including biometrics and smart cards, with the ability to integrate with ERP and HR systems.
• Alarm systems and monitored security, providing instant responresponse to incidents.
• Integration of physical and digital protection measures – for example, automatic blocking of access when anomalies are detected in the behavior of employees or external visitors.

Scaling security during international expansion

Scaling security systems for international companies requires taking into account local risks and cultural specifics. For example, in Asia and Africa issues of physical security are closely linked to local traditions and perceptions of the owner’s status, and in Europe: to strict regulatory requirements for personal data processing and access control.

Solutions developed by COREDO include:

• Adapting security standards to the specifics of the region (for example, taking into account GDPR requirements in the EU and local regulations in Singapore).
• Use of AI and analytics to predict threats: automated monitoring systems allow detecting anomalies and potential incidents before they escalate.
• Implementation of scalable security platforms that easily integrate with local services and enable centralized risk management when expanding business into the EU and the CIS.

COREDO’s practice shows: taking into account cultural and geopolitical specifics, as well as a flexible security system architecture, is the key to successful scaling and reducing business security costs.

Thus, competent scaling of security systems creates a foundation for the sustainable development of the company: next we will consider aspects of investment protection and asset preservation.

Investment security and asset protection

Investment security and asset protection become a priority for companies and individuals operating at the international level. For effective protection of capital, it is important to understand the main risks investors face in international business and how to build a response strategy in advance.

Main risks for investors in international business

Investor security is not only capital protection, but also minimizing the risks associated with corruption, corporate espionage and insider threats. In a number of jurisdictions in Asia and Africa, the level of corporate crime and attempts to pressure investors remains high, especially when working with foreign partners.

The COREDO team regularly encounters the following threats:

• Attempts at unauthorized access to corporate information through insiders.
• Corporate espionage using digital and physical data collection methods.
• Pressure on investors through manipulation of corporate structures and assets.

Physical security and investor protection: best practices

In Asia and Africa, best practices for physical security for investors include a combination of individual and corporate measures, as well as the use of innovative technologies. For example, the implementation of biometric access control systems and secure zones for storing corporate data significantly reduces the likelihood of information leakage.

Key solutions:

• Individual physical security protocols for key investors, including accompaniment at public events and business meetings.
• Use of innovative solutions: secure vault rooms, biometric authentication systems integrated with corporate IT platforms.
• Security risk insurance – as a tool for protecting investments from unforeseen events, including physical threats and cyber incidents.

COREDO’s experience in supporting transactions in the EU and Asia shows that only a comprehensive approach to investor security allows not only to protect assets, but also to increase the trust of partners and clients.

Thus, the practice of comprehensive investor protection becomes especially effective when taking into account regional specifics and preparing for the integration of AML policies and physical security for legal entities.

Integration of AML and physical security for legal entities

Integration of AML and physical security for legal entities is becoming increasingly relevant in the context of growing financial risks and threats to corporate structures. The link between anti-money laundering measures and physical protection helps comprehensively manage vulnerabilities of legal entities and minimize the consequences of violations.

AML compliance and physical security: links and risks

In modern conditions, the integration of AML (Anti-Money Laundering) and physical security becomes a key element of corporate security. International standards – such as ISO 31000 (risk management) and ISO 27001 (information security): require not only procedural but also physical control over access to critical data and assets.

COREDO’s practice shows: implementation of AML procedures significantly reduces the risks not only of financial crimes, but also of attacks on the company’s physical facilities. For example, when registering legal entities in the EU and Asia, an audit of access control systems and physical protection of corporate data becomes mandatory.

AML compliance enhances business security through:

• Verification of counterparties and employees, minimizing the risk of insider threats.
• Mandatory monitoring of access to financial and legal documents.
• Integration of digital and physical security protocols for legal entities.

Integration and risk management: practical advice

For effective integration of AML and physical security, the COREDO team recommends:

• Develop comprehensive security protocols combining physicalphysical, digital, and procedural measures.
• Regularly train staff not only in AML procedures but also in methods for preventing physical threats (for example, responding to attempts of unauthorized access).
• Use modern monitoring and analytics technologies to detect anomalies in the behavior of employees and visitors.

Legal security: key aspects

Legal security covers key mechanisms for protecting a company from legal risks and uncertainties that arise when doing business in different regions of the world. *Key aspects*, such as proper company registration and ensuring legal compliance with the requirements of the EU, Asia and Africa, form a solid foundation for successful and lawful business development.

Company registration and security in the EU, Asia and Africa

Registration of legal entities with security in mind: this is not just a formality, but a strategic stage on which the resilience of the business depends. In the EU and Asia regulatory requirements are becoming stricter: when licensing financial and crypto companies, audits of physical and information security systems are mandatory, as well as the implementation of access control protocols and the protection of personal data.

COREDO’s experience shows that taking security issues into account at the registration stage allows:

• Reduce the time to obtain licenses due to compliance with international standards.
• Minimize risks when working with foreign investors and partners.
• Avoid legal disputes and fines for non-compliance with corporate security requirements.

In Africa, special attention is paid to the physical protection of facilities and access control, as well as adapting security standards to local realities.

Choosing a private security company for cooperation

The key aspect is choosing reliable partners to provide comprehensive business security. Criteria that the COREDO team uses when selecting private security companies:

• Compliance with international standards (for example, certification to ISO 31000, possession of licenses).
• Willingness to adapt services to the unique risks of entrepreneurs and the specifics of the region.
• Transparency of processes, availability of reporting, and integration with corporate security systems.

COREDO’s practice confirms that only partnering with professional security providers capable of rapidly responding to incidents and offering tailored solutions ensures long-term business protection.

Assessing the effectiveness of investments in security

Assessing the effectiveness of investments in security is becoming an increasingly important task for companies, since investments are aimed not only at technical means but also at preventing potential losses, whose assessment is difficult before real threats arise. To form a balanced protection development strategy, it is important to use transparent and understandable metrics and KPIs that allow an objective judgment of the usefulness and effectiveness of such investments.

Metrics and KPIs for assessing system security

For an objective assessment of the effectiveness of security systems, COREDO uses a set of metrics and KPIs, including:

• Number of prevented incidents (attempted breaches vs. actual incidents).
• Threat response time (response time).
• Employee and management satisfaction levels with the security systems.
• ROI (return on investment) in security, the ratio of security costs to prevented losses.

Using analytics and regular reporting makes it possible not only to monitor effectiveness but also to optimize security expenditures.

How to assess the return on investment in business security?

The return on investment in security services for business owners and investors is not only direct financial indicators but also strategic advantages: increased partner trust, reduced legal and operational risks, and reputation protection.

In COREDO’s practice, ROI calculation is based on comparing the costs of implementing comprehensive security measures and the potential losses from incidents (for example, data theft, physical intrusion, corporate espionage). Case examples show that even with moderate investments in modern access control systems and staff training, it is possible to avoid losses that exceed costs by dozens of times.

Key conclusions and recommendations on the topic

Personal safety of founders, physical security of the business, and protection of investors are not one-off measures but a systemic process requiring continuous development and integration of new technologies. COREDO’s experience proves: only a comprehensive approach combining legal, technological, and organizational solutions enables effective management of corporate risks and ensures long-term business resilience.

Practical steps for entrepreneurs, operators and investors:

• Start with risk assessment and the development of individual security protocols.
• Integrate AML procedures with physical and digital protection.
• Use modern technologies (AI, biometrics, analytics) for monitoring and threat forecasting.
• Choose security partners capable of offering adaptive and transparent solutions.
• Regularly review and scale the security system depending on regional and industry changes.

Comprehensive security is not only asset protection but also a competitive advantage in the international market. COREDO remains your reliable partner at all stages – from registering legal entities and obtaining licenses to building corporate security systems that meet the highest global standards.

The development of young entrepreneurs’ businesses today is closely linked to rapid technological changes and the emergence of new opportunities to start one’s own business with minimal investment. It is important to understand current trends and challenges in order to find promising niches and successfully grow in the context of 2025–2030.

Trends and challenges of youth business 2025–2030

Young entrepreneurs today operate in conditions where global economic trends and technological innovations are changing the rules of the game faster than ever. By 2030, it is expected that the share of companies founded by young leaders will exceed 40% of new registrations in the EU and Southeast Asia. Key trends include:

• Digitalization of business processes: automation, remote teams, online sales are becoming the norm rather than a competitive advantage.
• Increased demands for compliance and transparency: tightening AML and KYC procedures, especially for fintech and crypto startups.
• Market globalization: young companies immediately orient themselves toward international expansion and scaling of young companies’ businesses.
• A shift toward sustainable business development and social responsibility: investors and customers increasingly choose companies with ESG strategies.

Digital technologies and transformation of business models

digital technologies in business have become not just a tool but the basis of competitiveness. In recent years, the COREDO team has implemented dozens of projects where the introduction of artificial intelligence (AI), IoT and process automation allowed young companies to make a qualitative leap.

• The impact of artificial intelligence on business: AI helps automate analytics, forecast demand, optimize marketing and even detect suspicious transactions within AML procedures.
• The Internet of Things (IoT): IoT solutions allow young entrepreneurs to monitor production processes, logistics and service in real time, reducing costs and increasing transparency.
• Digital transformation of small and medium-sized businesses: according to COREDO’s experience, implementing CRM, ERP and cloud platforms accelerates growth and scaling of young companies, making them more agile and investment-attractive.

Business models and technologies for entrepreneurs

Business models and technologies for entrepreneurs today are becoming a key tool for creating a sustainable and scalable business, especially in the context of rapid digitalization and changing market needs. Subscription models not only provide steady revenue but also help build long-term customer relationships, which is especially relevant for youth projects and startups in new niches.

Subscription business models for youth projects

The subscription model (subscription business model) has gone beyond SaaS and become a universal tool for startups in education, e-commerce, fintech. Examples of successful subscription startups supported by COREDO in the EU and Asia show:

• Advantages: predictable cash flow, high customer loyalty, the ability to scale quickly.
• Key metrics: retention rate, LTV, CAC, which allow objectively measuring ROI for young businesses.

Implementation of blockchain and smart contracts

Blockchain in entrepreneurship is not only about cryptocurrencies but also smart contracts, asset tokenization, and transaction transparency. Solutions developed at COREDO for fintech startups in Estonia and Singapore allow:

• Reduce compliance costs through automation of KYC/AML procedures.
• Provide intellectual property protection through decentralized registries.
• Speed up deals and reduce legal risks through automatic execution of smart contract conditions.

Online platforms and business incubators for startups

Online platforms for startups and business incubators are becoming an entry point for young entrepreneurs into the international ecosystem. COREDO’s experience shows:

• Accelerators provide not only funding but also access to mentors, legal and AML support, which is critical for entering foreign markets.
• Crowdfunding platforms allow quick hypothesis testing and raising initial investments, minimizing financial risks.

Legal support and company registration for entrepreneurs

Legal support and company registration for entrepreneurs allow not only to protect the business from legal risks but also to ensure its effective development across various jurisdictions. Professional support at the stages of registration and operation is important for complying with all legal requirements and minimizing potential problems.

Registration of legal entities in the EU, Asia and Africa

Registration of legal entities in the EU and Asia for startups requires taking into account the specifics of each jurisdiction. In practice, COREDO has supported projects in the Czech Republic, Slovakia, Cyprus, Estonia, Singapore, the UAE and the United Kingdom. Key aspects:

• EU: strict requirements for charter documents, structure transparency, mandatory KYC for all beneficiaries.
• Singapore: registration is possible only through licensed providers, a local secretary and address are required, a high level of digitization of the process.
• Dubai: free economic zones offer incentives but require a detailed business plan and proof of funding sources.

Features of company registration in Asia and Africa include the need to adapt to local regulatory requirements and cultural specifics of doing business.

AML services and compliance for small businesses

AML (Anti-Money Laundering) and KYC procedures are becoming a mandatory element for any startup, especially when working with international payments and investments. COREDO’s practice has shown:

• AML services for small and medium-sized businesses include the development of internal policies, staff training, and the implementation of automated transaction monitoring systems.
• Compliance is not only adherence to formal requirements but also protection of the business from reputational and financial risks.

Legal support for international startups

Legal support for cross-border business requires expertise in intellectual property, data protection, and tax planning. COREDO’s experience in supporting startups in EU and Asian markets has shown:

• Legal risks and business protection are key issues at the stage of scaling and entering new markets.
• International standards (GDPR, FATF, PSD2) are becoming mandatory for startups targeting a global customer.

Risk management and social responsibility of youth business

Risk management and social responsibility of youth business are becoming key tools for the sustainable development of modern startups. By applying these practices, young entrepreneurs can not only protect their projects from threats but also create a positive impact on society and strengthen trust in their business.

Risk management for startups: best practices

Risk management and compliance are the foundation of long-term resilience. COREDO’s solutions for young companies include:

• Development of risk-mapping: identification of key threats (regulatory, financial, operational) and the implementation of tools to minimize them.
• Liability insurance and the implementation of crisis response protocols, especially when entering foreign markets.

Social entrepreneurship and social responsibility

Youth social entrepreneurship is becoming a trend: according to Deloitte, more than 70% of young founders consider corporate social responsibility (CSR) a criterion for success. The impact of social responsibility on investment attractiveness manifests in:

• Increased loyalty of customers and partners.
• Access to ESG financing and international grants.
• Building a positive brand in highly competitive markets.

Sustainable development strategies and eco-startups

Business sustainability requires integrating environmental and social standards from day one. Eco-startups and green technologies supported by COREDO demonstrate:

• High demand in EU and Asian markets for products and services that align with the principles of sustainable entrepreneurship.
• Long-term development strategies for young entrepreneurs’ companies include implementing circular business models, calculating the environmental footprint, and reporting on ESG metrics.

Metrics and scaling of young businesses

Metrics and scaling of young businesses are fundamental tools for assessing a company’s current state and making decisions about further growth. It is the analysis of key metrics that allows a startup to understand how effectively resources are being used and when the time for scaling has come. Below we will look at which indicators are important for evaluating the effectiveness of a young business and how they influence scaling strategy.

ROI metrics for evaluating startup effectiveness

ROI metrics for young businesses: these are not only financial indicators but also data on customer engagement, speed of innovation adoption, and business process efficiency. COREDO’s experience has shown:

• How to measure ROI when implementing digital technologies: analyze not only direct savings but also indirect effects (faster time-to-market, reduced errors, increased customer satisfaction).
• Efficiency metrics: NPS, churn rate, CAC, LTV, which allow an objective assessment of scaling potential.

Scaling businesses of young companies

Scaling and entering international markets is the next step for young companies. COREDO’s solutions include:

• Step-by-step expansion planning: analyzing jurisdictions, optimizing tax burden, selecting reliable partners.
• How to scale young entrepreneurs’ businesses with minimal risks: use hybrid business models, test hypotheses in pilot markets, implement automation and digital tools for quality control.

Financial planning and investments: how to attract funds

Financial planning and investment attractiveness are critical factors for startups. COREDO’s practice:

• Interaction with venture funds and investors: preparation of investment memorandums, legal soundness of the structure, transparency of financial reporting.
• Crowdfunding and alternative sources of financing: using online platforms to raise capital, diversifying investors, implementing sustainable financing models.

Practical tips for young entrepreneurs

• Study the specifics of registering legal entities in the EU, Asia, and Africa: choose the jurisdiction taking into account the industry, licensing requirements, and tax burden.
• Implement digital technologies in business: automation, AI, IoT, blockchain are an integral part of a competitive business model.
• Ensure legal support for startups and compliance with AML/KYC: this minimizes the risks of account freezes and investment refusals.
• Build your business based on principles of sustainable development and social responsibility: this increases investment appeal and customer loyalty.
• Use performance metrics and ROI for young businesses: analyze not only profit, but also growth rate, quality of customer experience, and innovation.
• Plan scaling for young companies in advance: test markets, build partner networks, invest in process automation.

SEO article conclusion

Business development for youth in 2025-2030: it’s not only about finding new ideas, but also the ability to strategically build processes, integrate digital technologies, comply with international legal standards, and create sustainable business models. COREDO’s experience shows: a comprehensive approach combining technological expertise, legal integrity, and a focus on long-term development becomes the key to success for young entrepreneurs in the global market.

Your ambitions, our expertise.

Why, despite investments in firewalls, DLP and antivirus solutions, do companies still fall victim to cybercriminals? The answer lies in weaknesses in business processes and non-obvious vulnerabilities that cannot be identified without a comprehensive security assessment.

Read the material to the end; you will get not only answers to the most pressing questions but also a clear strategy to improve your company’s security.

Basic rules of security audit

At COREDO we proceed from the view that any rules of a security audit should be built on three key principles: confidentiality, integrity and availability of data (CIA triad). This triangle underpins international standards ISO 27001, SOC 2, PCI DSS and GDPR, which define requirements for information protection in the EU, Asia and the CIS.

COREDO’s practice confirms: an effective security assessment is impossible without strict adherence to a compliance audit, a procedure aimed at confirming that a company’s internal policy complies with international and national regulatory requirements.

For example, in the EU it’s GDPR, in the United Kingdom: the UK Data Protection Act, in Singapore – PDPA. Importantly, legal support during a security audit becomes an integral part of the process: it allows correct interpretation of regulators’ requirements, minimizes the risk of fines and ensures transparency for shareholders and partners.

In each project the COREDO team adapts the rules of the security audit to the specifics of the industry, the scale of the business and regional standards. This approach makes it possible not only to identify technical vulnerabilities but also to eliminate organizational and legal gaps that often cause incidents.

Thus, COREDO’s systemic approach to security audit provides comprehensive protection of the business at all levels: from technologies to legal aspects, which is especially important when preparing for the next stages of inspection.

Company security audit: methods and stages

This approach gives an objective picture of the company’s security posture.

Classification of SEO methods

• An internal security audit is conducted by company employees or engaged specialists familiar with internal processes. It is effective for regularly assessing compliance with policies and procedures.
• An external security audit is performed by independent experts, which allows obtaining a fresh perspective and identifying vulnerabilities that may have been missed internally.
• Automated audit – using vulnerability scanners, SIEM systems, and monitoring tools for rapid assessment of a large number of systems.
• Manual audit – in-depth analysis of specific processes, business logic, assessment of the human factor and non-standard scenarios.

Stages of a comprehensive security audit

1. Planning and preparation: defining objectives, scope and criteria for the security assessment. At this stage COREDO develops an individual audit plan taking into account industry and regional specifics.
2. Information gathering and vulnerability assessment (Vulnerability Assessment): analysis of IT infrastructure, business processes, access policies, penetration testing (penetration testing), identification of weak spots.
3. Analysis and evaluation of security risks: correlating identified vulnerabilities with potential threats and business risks, prioritizing corrective measures.
4. Documentation and reporting: preparing a report with detailed descriptions of the problems found, assessment of their criticality and recommendations for remediation.
5. Corrective actions and monitoring: implementing measures to eliminate vulnerabilities, regular monitoring of the effectiveness of changes.

In conditions of remote work and distributed IT infrastructure, security auditing of cloud services, VPNs, remote access tools and privilege control becomes especially important. The solutions developed at COREDO allow effective adaptation of security audit processes for hybrid and international teams.

Internal and external security audits: what you need to know?

Internal security audit addresses the tasks of regular monitoring of policy enforcement, identifying procedure violations and employee training. It is especially useful for companies with developed internal expertise and a mature information security management system.

External security audit is necessary for independent assessment, obtaining an objective opinion for shareholders, investors or regulators, as well as when preparing to obtain financial licenses (for example, crypto, forex, payment services). The COREDO team has repeatedly conducted external audits for European and Asian companies entering new markets or integrating with international partners.

COREDO’s practice shows that regular security checks of partners minimize the likelihood of incidents related to external integrations.

Tools for security audit

A modern security audit is impossible without specialized tools and technologies. At COREDO we use a comprehensive approach, combining SIEM systems (Security Information and Event Management), vulnerability scanners (for example, Qualys, Nessus), user activity monitoring systems and audit automation.

The choice of tools depends on the scale of the business:

• For small businesses, cloud solutions with automated reports are sufficient.
• Medium companies implement SIEM and integrate vulnerability scanners.
• Large international groups use customized platforms with support for multi-tenant and distributed analytics.

The key challenge is scaling security audit processes as the company grows. COREDO’s solutions provide phased tool implementation, which allows adapting the security audit to the expansion of IT infrastructure without losing effectiveness.

Compliance audit: compliance with international standards

In the EU and the UK, special attention is paid to compliance with GDPR requirements; in Asia, to local data protection laws (for example, PDPA in Singapore).

Preparing a company for a security audit requires not only technical but also legal expertise. The COREDO team supports clients at all stages: from analyzing corporate policies to interacting with regulators. This approach makes it possible to avoid fines and preserve reputation even in the event of an incident.

Special attention is paid to the registration of EU legal entities and obtaining financial licenses: these processes are impossible without undergoing a compliance audit and confirming compliance with international standards (ISO 27001, SOC 2, PCI DSS). At COREDO we develop individual roadmaps for audit preparation, taking into account industry specifics and regional requirements.

Effectiveness of security audit and impact on business ROI

The assessment of the effectiveness of a security audit is built on key metrics: the number of identified and remediated vulnerabilities, incident response speed, level of standards compliance, reduction in incidents after implementing recommendations. At COREDO we use integrated dashboards to track trends and provide transparent reporting to management.

The impact of a security audit on business ROI is expressed in direct savings: prevented incidents, reduced response costs, increased trust from clients and partners. Integrating audit results into the risk management strategy not only minimizes threats but also increases the company’s investment appeal.

Thus, the security audit becomes an integral part of the risk management strategy and a guarantee of the organization’s sustainable development: practical recommendations for conducting it are provided below.

Practical tips for conducting a security audit

Practical tips for conducting a security audit help companies not only identify weaknesses in their protection systems but also organize processes in accordance with international standards. For large international organizations, it is especially important to integrate best audit practices to ensure reliability and uninterrupted operation across different countries and jurisdictions.

How to organize a security audit in an international company?

• Appoint persons responsible for information security at each regional level.
• Use the best methodologies (ISO 27001, NIST, CIS Controls) and adapt them to the specifics of your business.
• Implement regular employee training processes to reduce the impact of the human factor.
• Plan the audit taking into account company growth and distributed IT infrastructure.
• Integrate the security audit into the overall risk management system using automated tools for data collection and analysis.

The impact of the human factor on employee training

Regular training, phishing simulations and access control significantly reduce the likelihood of successful attacks.

Frequency of conducting an SEO audit and scaling

It is recommended to conduct a comprehensive security audit at least once a year, and also after significant changes in IT infrastructure or business processes. For fast-growing companies, COREDO implements phased scaling of the audit, which allows timely identification of new risks.

Incident management and response

This ensures not only rapid restoration of operations but also minimization of damage to the business.

Security audit in Europe, Asia and Africa

Each region imposes its own requirements on security audits. In the EU, GDPR and ISO 27001 standards dominate, in Asia, local data protection laws, in Africa – national regulations, often less formalized but requiring special attention to legal aspects.

COREDO’s solutions take these nuances into account, as evidenced by successful cases of registering legal entities and obtaining licenses in various jurisdictions.

Key takeaways and steps for business

• Organizing and conducting a security audit – a strategic task requiring a systematic approach, adaptation to international standards and consideration of regional specifics.
• Minimizing risks and increasing the company’s security level is possible only by integrating audits into risk management processes, regular staff training and the use of modern tools.
• Legal support and choosing reliable partners, such as COREDO,: the guarantee of successfully passing a compliance audit and protecting business interests at the international level.
• Control and continuous improvement of security processes must become part of corporate culture, not a one-off initiative.

By implementing the best practices of security audits, you not only protect assets and reputation but also create a foundation for long-term growth and trust from clients, partners and regulators.

Every 39 seconds there is an attempted cyberattack worldwide, and the average cost of a personal data breach for an international company will exceed $4.5 million by 2025. But the figures are only the tip of the iceberg. The real blow: the loss of customer trust, paralysis of business processes and legal consequences that can threaten the very existence of a company.

Imagine: one unsecured account – and your data are already on the shadow market, while competitors and attackers discuss them on the Dark Web.

At COREDO my team and I have faced such challenges more than once – and each time developed solutions that allowed our clients not only to survive the crisis but to emerge stronger.

Personal data breach – what it is and the threat to business?

Causes: from phishing attacks and targeted cyberattacks to internal vulnerabilities and access management errors.

In practice the COREDO team has repeatedly encountered situations where a company’s data breach led to immediate legal consequences: the EU enforces strict GDPR, in Asia there are national data protection laws, and international bodies require AML (Anti-Money Laundering) measures directly related to preventing digital identity theft and financial fraud.

Cyberthreats and cyberattacks are particularly dangerous when data ends up on the Dark Web, where it is used for phishing attacks, extortion, and compromising business processes. COREDO’s practice confirms: the consequences of a breach are not only direct financial losses but also long-term reputational risks, legal liability for the data leak and the need for large-scale recovery after a data breach.

Data protection after a breach: 5 steps

Recovery after a data breach requires a systemic approach where every minute counts. Over years of work the COREDO team has developed a five-step strategy that not only minimizes damage but also creates a foundation for long-term personal data protection.

Five steps:

1. Rapid detection and damage assessment
2. Immediate response and threat containment
3. Legal support and regulatory compliance
4. System restoration and damage minimization
5. Implementation of comprehensive protection methodologies and security scaling

Rapid detection and damage assessment

First rule: speed is critical. As soon as there is suspicion of a personal data breach, it is necessary to immediately start data breach monitoring using specialized tools.

At COREDO we use solutions that monitor the appearance of corporate information on the Dark Web, analyze anomalies in network traffic and record unauthorized access to systems.

Damage assessment includes:

• determining the volume and type of compromised data (financial information, digital identity, customer databases);
• analysis of affected processes and systems;
• identification of affected individuals and counterparties.

A comprehensive security audit carried out in the first hours not only limits the scale of the incident but also gathers evidence for subsequent legal support.

Response and threat containment immediately after detection

The next step is rapid response. The solution developed at COREDO involves the immediate blocking of vulnerabilities, isolation of affected network segments and temporary restriction of access to prevent further leakage of company data.

Key measures:

• implementing two-factor authentication for business (or multi-factor authentication, MFA) on all critical accounts;
• mandatory use of password managers to generate and store complex unique passwords;
• activation of data loss prevention (DLP) tools that automatically block suspicious activity.

As part of emergency measures it is important to notify responsible services and, if necessary, involve external cybersecurity experts. COREDO’s practice has shown: the faster the threat is contained, the lower the chances of re-compromise and data spreading on the shadow market.

After the operational actions are completed, it is crucial to promptly move on to legal support and ensure compliance with all company regulations.

Legal support and regulatory compliance

In some Asian and Middle Eastern jurisdictions the timelines and procedures for notification may differ, but the liability for non-compliance is always high.

I recommend:

• prepare official notifications for clients and partners indicatingthe nature of the incident, the measures taken and recommendations for protection;
• document all incident management actions for subsequent reporting and compliance;
• engage legal advisors with expertise in AML and GDPR to support the investigation and minimize fines and regulatory risks.

COREDO’s experience confirms: registration of a legal entity in the EU and other international jurisdictions with a well-thought-out data governance structure can increase the level of protection and reduce legal liability for data breaches.

System recovery and damage minimization

Recovery after a data breach: it’s not only a technical process but a set of organizational and communication measures. At this stage it is important to:

• restore all affected systems from backups, ensuring their integrity and absence of malicious code;
• conduct analysis and update internal control and privacy policies;
• organize communication with clients and partners, providing transparent information about the measures taken.

Managing reputational risks requires a special approach: restoring customer trust is possible only through honest and open dialogue, as well as by demonstrating real changes in the data protection system.

Implementing protection and scaling security

The final, but no less important step is building a system capable of preventing the recurrence of an incident and maintaining a high level of protection as the business scales.

Effective personal data protection is impossible without:

• developing and regularly updating privacy and internal control policies;
• automating cybersecurity using modern SIEM systems, DLP, monitoring and incident response tools;
• integrating AML processes to prevent fraud and comply with international standards (ISO 27001, NIST).

Scaling data protection in international business requires considering local regulatory requirements, building a unified security architecture, and continuous employee training.

In current conditions, the key task becomes not only protection against external threats but also readiness for effective response when incidents occur – we will tell more about the steps to prepare a business for data breaches in the next section.

How to prepare a business for data breaches?

Personal data protection is not a one-time action but an ongoing process. The most effective preventive measures that the COREDO team implemented for clients in the EU and Asia include:

• Implementing multi-factor authentication and password managers at all levels of access.
• Regular comprehensive security audits, including penetration testing and vulnerability analysis.
• Training employees in methods to prevent phishing attacks and proper response to information security incidents.
• Building a data leak monitoring system that allows rapid detection and response to suspicious activity.
• Developing and implementing a personal data leak risk management policy that includes response and recovery scenarios.

These measures not only reduce the likelihood of an incident but also ensure rapid recovery after a data breach, minimize damage, and preserve customer trust.

Personal data protection: laws and requirements

International business faces a multi-level regulatory system. GDPR applies in the EU, the UK Data Protection Act in the United Kingdom, PDPA in Singapore, and the UAE has its own data protection laws. Each regulation imposes strict requirements on the collection, storage, processing, and transfer of personal data.

Registration of legal entities in the EU, Czechia, Slovakia, Cyprus, Estonia, the United Kingdom, Singapore, and Dubai requires integrating AML services and building a compliance system that meets international standards. Legal liability for a data breach includes not only fines but also possible restrictions on business operations, reputational losses, and obligations to remediate damages.

I recommend:

• regularly update internal policies in accordance with the current requirements of local and international regulators;
• use legal support during data incidents to minimize risks and ensure proper interaction with supervisory authorities;
• integrate AML services into the data protection system to prevent fraud and money laundering.

Key conclusions and steps for entrepreneurs

Priority recommendations:

• First and foremost, invest in cybersecurity automation and building a monitoring system.
• Allocate resources for regular employee training and legal support.
• Evaluate ROI from investments in cybersecurity not only through the prism of prevented losses, but also through growthcustomer trust and the ability to scale the business to new markets.

COREDO’s experience shows that only a systemic approach and the implementation of comprehensive personal data protection methodologies make it possible not just to recover after an incident, but also to turn cybersecurity into a strategic advantage.

The shift from reactive incident response tactics to building a resilient protection system directly affects the effectiveness of SEO strategies and business growth.

FAQ and practical SEO case studies

What are the first steps after a data breach?

• Start monitoring, isolate the threat, notify responsible parties, and begin legal support.

How should clients be notified?

• Transparently, promptly, with concrete recommendations to protect their data.

Which standards are most relevant?

• ISO 27001, NIST, GDPR, as well as local regulations in each jurisdiction.

COREDO case: For one company that experienced a financial data breach in the EU, the COREDO team implemented a step-by-step plan: from rapid incident detection to legal support and the deployment of DLP systems. The result: minimized damage, no fines, and restoration of customer trust within 3 months.

Useful resources:

• Official regulator websites (GDPR, PDPA, UK DPA)
• ISO and NIST information security guides
• Leak monitoring tools (Dark Web monitoring, DLP systems)

This guide is not just a set of recommendations. It is the result of COREDO’s many years of experience, a synthesis of the best international practices, and a deep understanding of business realities in the EU, Asia, and the CIS. Personal data protection today is an investment in resilience, trust, and the future of your company.

Generative Engine Optimization is a new field that emerged at the intersection of search technologies and artificial intelligence.

GEO technologies and algorithms: what are they?

Modern search engines use technologies such as ChatGPT, DeepSeek, Gemini, GigaChat, YandexGPT, where content is ranked not only by keywords but also by expertise, structure, sources, and semantic completeness.

The COREDO team implemented projects where optimization for LLMs included:

• creation of expert knowledge blocks,
• integration of generative systems’ APIs,
• adaptation of legal terminology for AI.

Search engine ranking and neuro-answers

To appear in search engine neuro-answers, it is necessary to take into account the specifics of how AI answer blocks are formed:

• structured data for AI (Schema.org, JSON-LD),
• links to authoritative sources in generative SEO,
• completeness of topic coverage taking user intent into account.

In generative optimization, the transparency of sources, the relevance of content for LLMs, and compliance with new quality standards play a key role.

Differences between GEO and traditional SEO: what you need to know

• Focus on semantics and expertise, not just keywords.
• The need to integrate GEO into corporate SEO strategy: classic methods (link building, technical optimization) are complemented by generative content optimization.
• The influence of AI ranking algorithms on brand visibility.

Scaling SEO by region

Scaling SEO with GEO is possible thanks to automation and the use of APIs for generative optimization.

COREDO implements generative optimization tools that provide steady growth in visibility and conversions in Europe and Asia.

Implementing GEO into a business strategy: practical tips

Implementing GEO into a business strategy opens up new opportunities for growth and competitive advantage: generative optimization increases a brand’s visibility to neural networks and allows you to take key positions in digital search results. Below are practical tips and a step-by-step plan for implementing GEO, adapted to the specifics of the European, Asian, and CIS markets.

Step-by-step plan for implementing GEO in Europe, Asia, and the CIS

1. Audit the current SEO strategy and identify growth points for GEO optimization.
2. Analysis of generative search engines’ and LLMs’ content requirements.
3. Creation of structured data and expert knowledge blocks.
4. Integration of generative systems’ APIs to automate content optimization.
5. Monitoring GEO effectiveness and adjusting the strategy in real time.

How to scale SEO with generative AI

COREDO uses APIs and generative optimization tools to rapidly scale projects in Europe and Asia, providing sustained growth in visibility and trust.

Managing reputational and legal risks in GEO

• Assessment of GEO’s ethical and legal aspects.
• Data protection and compliance with GDPR, AML, and KYC requirements.
• Monitoring reputational risks and rapid response to negative neuro-answers.

In 2024 the global market volume of tokenized assets exceeded $6 trillion, and by 2030 analysts forecast it to grow to $16 trillion. But behind these impressive figures there is not only technological progress, but a new reality for brokers, investors and corporate structures: the tokenization of securities is changing the very foundations of the financial market, challenging familiar models and opening opportunities that five years ago were discussed only at industry conferences.

Why has asset tokenization become a key driver of the digital transformation of finance? How can brokerage firms not only survive but scale their business amid rapidly changing standards, tighter AML and KYC, and new requirements for legal support? And most importantly, how to extract strategic advantages from this process while minimizing risks?

The COREDO team faces these questions daily, supporting clients in the EU, Asia and the CIS at all stages – from registering legal entities and obtaining financial licenses to implementing comprehensive AML procedures and bringing tokenized products to international markets.

If you want not just to understand the topic but to get tools for strategic business development – read to the end. Here you will find answers to the most pressing questions and receive proven solutions based on COREDO’s experience.

Tokenization of securities and impact on brokerage activities

Such a transition affects key processes in brokerage activity, opening new opportunities for market participants and increasing the accessibility of instruments at the global level.

Tokenization of securities: what it is and how it works

Tokenization of securities is the process of transferring rights to traditional assets (stocks, bonds, shares, debt obligations) into digital form using a blockchain platform. In practice this means issuing digital tokens, each of which confirms the ownership right to a certain share of an asset.

It is smart contracts that make it possible to implement functions such as fractional ownership and the issuance of digital certificates of ownership, which make investments more accessible and more liquid.

Fundamentals of securities tokenization

Transparency and traceability of transactions, a fundamental principle implemented through the immutability of the blockchain ledger.

Security and token standards for securities — modern blockchain platforms support security standards (for example, ISO/TC 307, ERC-3643), which allows integrating tokenized assets with traditional financial systems and ensuring a high level of data protection.

Solutions developed at COREDO include comprehensive support for corporate risk management, integration of AML procedures and the formation of transparent business processes.

Impact of tokenization on brokerage activities

Tokenization allows brokers to launch new products (for example, tokenized ETFs, bonds, derivatives) and enter international markets with minimal infrastructure costs.

Improved liquidity of digital assets is achieved through fractional ownership and the ability for secondary trading of tokens 24/7 on global platforms.

Integrating tokens into traditional financial markets opens access to new classes of investors and allows tokenized assets to be used as collateral, a corporate financing tool, and even for building flexible investment strategies.

Characteristics of brokerage activity during asset tokenization

The characteristics of brokerage activity in asset tokenization manifest in new opportunities and requirements for market participants related to the digital representation of property rights through tokens.

The development of blockchain technologies and smart contracts changes conventional brokerage procedures, increasing transparency and transaction speed, as well as expanding access to various categories of assets.

Blockchain and smart contracts in brokerage operations

Implementing blockchain platforms (Ethereum, Tezos, Polygon, Hyperledger) for the issuance and circulation of digital securities provides not only automation of transactions but also transparency at all stages of an asset’s lifecycle.

Did you know that in 2024 the average level of bank fees for fintech companies in Europe and Asia increased by 18%, and in some jurisdictions account servicing fees for business accounts exceed 0.5% of turnover? For many entrepreneurs these are not just numbers, they are a strategic challenge that directly affects competitiveness, scaling and even the survival of a business.

In this article I will share not only analytics and current trends, but also practical strategies that the COREDO team successfully implements for clients in the EU, Asia and the CIS.

Bank fees and fintech competition

Bank fees: this is the charge levied by banks for various services: payment processing, account servicing, executing transactions, using payment gateways, as well as interchange and merchant fees. For fintech companies these expenses become not only an operational item, but a factor that determines growth and scaling opportunities.

Types of bank fees in fintech

Interchange fees: fees charged by issuing banks for processing card transactions, critically important for payment services and BNPL platforms. In the EU the interchange fee level is regulated, but in Asia and Africa it can be significantly higher, which affects the profitability of fintech projects.

Merchant fees: fees that payment systems and banks charge merchants for accepting cashless payments. For fintech companies providing payment solutions, this is one of the key factors in pricing and competitiveness.

Account servicing fees and international transaction fees often become a barrier to entering new markets, especially for startups and small and medium-sized businesses. For example, in some Asian banks the fee for an incoming international payment reaches 0.25–0.5% of the amount, and in Europe additional charges may be imposed for non-residents.

Regional specifics: In the EU a unified policy for regulating interchange fees is in force, which creates a more predictable environment for fintech. In Asia and Africa fees vary many times over, and lack of transparency can significantly complicate financial planning.

Thus, the fee structure and the degree of their regulation directly affect the accessibility of financial services and the strategy for fintech companies entering new markets, and banks often use fees as a tool of competitive pressure, which is discussed in more detail in the next section.

How banks use fees against fintech

COREDO’s practice confirms: banks often use fees as a tool to limit fintech competition. Among the most common strategies:

• Raising fees for new or fast-growing fintech companies, especially in the payment services and BNPL segments, which reduces their ROI and slows scaling.
• Introducing technological barriers — for example, limited access to banking APIs or complicated integration procedures with banks’ digital ecosystems.
• Exclusive terms for large corporate clients, while fintech companies are offered less favorable rates and service conditions.

The COREDO team implemented a project to support a European fintech company that faced a sharp increase in account servicing fees at one of the major EU banks. Thanks to optimizing the legal structure and moving part of the operations to a more favorable jurisdiction, it was possible to reduce costs by 27%, which significantly increased the project’s ROI.

The role of banks’ digital ecosystems and Open Banking is becoming increasingly significant: on the one hand, banks are forced to open access to their APIs; on the other hand, they can regulate the price and terms of this access through fees, creating additional barriers for fintech competitors.

Regulation of fees and fintech competition in Europe and Asia

Regulatory approaches to bank fees in the EU and Asia differ significantly, which affects the strategy for fintech companies entering international markets.

Impact of regulatory measures on fintech development

The EU has a comprehensive system for regulating fees (in particular, EU Regulation 2015/751 on interchange fees), which limits maximum rates and provides transparency for market participants. This contributes to the development of competition between banks and fintech, but at the same time requires strict compliance with AML and KYC procedures.

In Asia regulation is more fragmented: Singapore and Hong Kong focus on digital identification and innovative payment systems, while India and Indonesia maintain high fees and complex procedures for foreign participants. The solution developed by COREDO for a client from Southeast Asia included structuring the business through a Singaporean legal entity to gain access to more favorable rates and simplified KYC procedures.

Measures to counter shadow business (AML/KYC) in the EU and Asia are being tightened, which, on the one hand, increases market trust, and on the other: increases costs for legal support and complace for fintech.

Let’s move on to an analysis of the legal requirements related to the registration of fintech companies and the structure of banking fees in the region’s key jurisdictions.

Legal aspects of fintech registration and banking fees

Proper registration of a legal entity in the EU or Asia directly affects access to banking services and service conditions. For example, in the Czech Republic and Estonia, fintech companies registered under local rules gain access to preferential rates and accelerated account opening procedures.

Legal risks when dealing with banks with high fees include the possibility of account blocks, tariff revisions without prior notice, and difficulties in refunding funds in disputed situations. COREDO’s practice has shown that a preliminary audit of service terms and detailed legal support help minimize these risks and ensure cost predictability.

Comprehensive legal support for fintech companies is a key tool for reducing risks, especially when entering new markets. COREDO’s experience in company registration and licensing in the EU, Singapore and Dubai allows structuring the business taking into account all regulatory and tariff features.

The impact of banking fees on innovation and inclusion

High banking fees can hold back the development of innovative financial products, limit access to banking services for small and medium-sized businesses, and reduce financial inclusion.

For example, interchange fees and merchant fees directly affect the cost of BNPL services and credit products for end users. In regions with high fees (for example, in some countries in Africa and Southeast Asia), fintech companies are forced either to raise service prices or to reduce the range of innovative solutions.

The impact of fees on the accessibility of financial services is especially noticeable for small and medium-sized businesses: for many companies, banking fees become a barrier to switching to cashless payments and integrating with banks’ digital ecosystems.

The COREDO team supported the launch of a payment platform for the SME segment in Slovakia, where the introduction of an innovative fee pricing model (a flexible rate depending on turnover and transaction type) not only reduced client costs but also increased market share by attracting new users.

Thus, choosing the optimal fee model becomes a key factor for improving competitiveness and long-term growth of fintech companies; more on this in the following recommendations for executives.

Practical advice for fintech leaders

COREDO’s experience shows that a successful strategy for managing banking fees is built on three key elements: optimizing the legal structure, competent risk management and building partnership relations with banks and payment systems.

• Methods to reduce banking fees: analysis of tariff plans in different jurisdictions, structuring the business through regions with more lenient regulation (for example, Singapore, Cyprus, Estonia), using multi-bank solutions and alternative payment gateways.
• Risk management: regular audits of service terms, implementation of automated transaction monitoring systems, ensuring compliance with AML and KYC requirements, legal review of all contracts with banks and payment providers.
• Choosing reliable partners: Registration of legal entities taking into account the specifics of the chosen jurisdiction, obtaining necessary financial licenses (EMI, PSP, crypto, BNPL), comprehensive support at all stages – from due diligence to integration with banks’ digital ecosystems.
• Partnership with banks: leveraging API-banking capabilities, participating in pilot programs of digital ecosystems, joint development of innovative products and services.

In one of COREDO’s cases, optimizing the structure of an international fintech holding reduced total fees by 19% by moving part of the operations to jurisdictions with more transparent regulation and favorable rates for B2B clients.

Key takeaways and practical steps

Banking fees: they are not just costs, but a strategic factor that affects the competitiveness, innovativeness and resilience of fintech companies. Their role in limiting fintech competition is especially noticeable in regions with a high concentration of traditional banks and underdeveloped regulation.

For entrepreneurs and business leaders, the key steps are:

• In-depth analysis of tariff and regulatory conditions in selected regions.
• Choosing the optimal jurisdiction for registration and licensing of the business.
• Comprehensive legal support and continuous audit of contracts with banks and payment systems.
• Strategic partnership with banks and integration into digital ecosystems.

COREDO’s practice confirms: only a systematic approach and professional support at all stages make it possible to minimize the impact of banking fees, increase the ROI of fintech projects and ensure sustainable growth even in conditions of fierce competition and rapidly changing regulation.

Fees by region: comparison of EU, Asia, Africa

If you are looking for a strategic partner for registration, licensing and comprehensive support of a fintech business in the EU, Asia or the CIS, the COREDO team is ready to offer solutions proven in practice and adapted to the specifics of your project.

In a context where artificial intelligence in business becomes an integral driver of competitiveness, and international markets impose increasingly complex registration requirements, licensing and AML compliance, choosing a scaling strategy is not just a matter of efficiency, but a guarantee of survival and growth.

In this article I, Nikita Veremeev, founder of COREDO, share practical insights accumulated by our team over years of supporting AI companies in the EU, Asia and the CIS.

If you want not just to keep up with trends but to build an AI company growth strategy based on the best international practices — read carefully. Here you will find not theory, but practical solutions tested in a wide range of jurisdictions and industries.

AI company development strategies: Oil Wells and Pipelines

Some companies dig into core processes, creating a unique accounting system (“oil well”), others build platforms that connect and automate disparate workflows (“pipeline”). Understanding the differences between these strategies is important for choosing the optimal growth path in a specific market situation.

The Oil Wells strategy in AI business: what is it?

The Oil Wells strategy is an approach focused on rapid market capture through intensive acquisition of large clients and implementation of high-margin projects. This path is characteristic of AI companies that bet on exclusive solutions, custom implementations and one-off deals requiring significant resources and expert support.

In COREDO’s practice this strategy is often applied in projects for the oil and gas sector and the financial sector, where implementing AI solutions (for example, predictive analytics, intelligent analysis of big data, automation of business processes with AI) produces an immediate effect and high revenues, but requires large investments in the team, infrastructure and legal support.

The Pipelines strategy for AI companies — what is it and why?

The Pipelines strategy is building a stable, predictable stream of clients and projects with optimized costs for acquisition and servicing. This approach involves creating standardized AI products, automating sales processes, implementing digital platforms and forming an AI ecosystem capable of scaling without proportional cost growth.

The COREDO team has implemented a number of projects where the shift to Pipelines allowed AI companies in Europe and Asia not only to reduce the cost of acquiring new clients, but also to ensure compliance transparency, effective risk management and adherence to AML requirements. This is especially relevant for companies operating with SaaS models, AI marketplaces and legal support automation services.

Comparison of Oil Wells and Pipelines strategies for AI companies

The choice of strategy depends on the stage of development of the AI company, market specifics, requirements for legal support and the maturity level of business processes. At early stages, when rapid monetization is critical, Oil Wells can provide the necessary impulse. Still, for long-term growth and entry into international markets, the Pipelines strategy shows better results, especially given modern AML and compliance requirements.

Applying Oil Wells and Pipelines strategies in the development of AI companies

Applying the Oil Wells and Pipelines strategies opens fundamentally different but complementary paths for AI companies to grow and scale. The choice between deep integration into a key workflow (Oil Well) or building a platform that connects different systems and automates processes (Pipeline) is determined by the market character and business objectives.

Next, let’s look at how these strategic approaches are applied when scaling AI companies in Europe and Asia.

Scaling AI companies in Europe and Asia

Registration of legal entities in the EU, Asia or Africa is accompanied by unique requirements for disclosing beneficiaries, licensing financial and AI services, and complying with AML standards.

COREDO’s practice confirms: for AI companies entering the markets of the Czech Republic, Slovakia, Cyprus, Estonia, the United Kingdom, Singapore or Dubai, it is critically important to build a legal support strategy in advance, integrate AI tools to automate KYC/AML processes and ensure compliance with local and international regulatory requirements.

Investing in AI and risk management during scaling

Investments in artificial intelligence are becoming increasingly structured: investors and corporate clients demand transparency, predictability and demonstrable ROI from implementing AI solutions. In practice, COREDO uses metrics such as customer LTV, CAC, speed of solution scaling and the level of business process automation to assess the effectiveness of AI investments.

Such solutions are especially in demand in the financial sector, e-commerce and international trade.

AI integration into business and supply chain optimization

AI for supply chain optimization: one of the fastest-growing segments. Solutions developed by COREDO for clients in the EU and Asia have shown that AI integration not only enables demand forecasting and inventory management, but also minimizes logistical and regulatory risks, increases supply transparency and compliance with ESG standards.

In the oil and gas sector, implementing AI for predictive analytics and intelligent big data analysis reduces downtime, optimizes costs and increases the environmental sustainability of the business. International cases confirm: automating business processes with AI is becoming the standard for companies striving for digital transformation and sustainable development.

Choosing and implementing an AI company growth strategy

Choosing and implementing an AI company growth strategy becomes a key factor for effective growth and long-term success in the fast-changing artificial intelligence industry. In today’s market it is important to understand which strategic approaches, such as Oil Wells or Pipelines, best match your company’s goals and product specifics. Below we will consider how to correctly determine the type of strategy and what to take into account when implementing it.

How to choose an Oil Wells or Pipelines strategy for AI?

The choice of strategy is determined by several key criteria:

• Financial capacity: Oil Wells requires significant initial investments, Pipelines allows cost optimization.
• Growth objectives: If the priority is rapid market entry and monetization, Oil Wells may be justified; for sustainable growth and scaling, Pipelines is preferable.
• Market and regulatory constraints: In regions with strict regulation (EU, Singapore) Pipelines provides greater flexibility and risk manageability.
• Degree of business process maturity: Pipelines requires developed infrastructure, automation and standardization.

To make a decision, the COREDO team recommends using evaluation methodologies that include unit-economics analysis, ROI scenario modeling, assessment of regulatory and legal risks, and an audit of current business processes for automation potential.

Scaling AI companies with two strategies

• Building AI sales pipelines: automating lead generation, implementing CRM systems with AI analytics, standardizing product solutions.
• Monetizing AI products: developing SaaS models, Licensing AI services, forming partner ecosystems.
• Data governance and digital transformation: implementing machine learning tools for business analytics, integrating AI into corporate governance, building an AI ecosystem for international business.

COREDO projects implemented to scale AI companies in Europe and Asia show: combining Oil Wells at the start and transitioning to Pipelines as you grow provides an optimal balance between speed to market and long-term resilience.

Legal aspects of business scaling

• Minimizing regulatory risks: conducting preliminary compliance audits, integrating AI tools to monitor legislative changes, automating AML processes.
• Optimizing legal support costs: using AI to automate document workflow and contract management, deploying NLP technologies to analyze legal documents.
• Compliance with international standards: when registering AI companies in the EU, Asia and Africa it is important to consider requirements for beneficiary disclosure, licensing of AI and financial services, and data protection (GDPR, PDPA, DPA, etc.).

Long-term prospects for AI companies under the Oil Wells and Pipelines strategies

The long-term prospects for AI companies under the Oil Wells and Pipelines strategies are linked to how artificial intelligence transforms extraction, transportation and resource management processes in the energy sector, setting new standards of efficiency and competition. Let’s consider how different strategies, from targeted «Oil Wells» to infrastructural «Pipelines» – affect the competitiveness and resilience of AI-compain the industry.

Delving into the specifics of the Oil Wells strategy, let’s now consider how the infrastructural approaches of Pipelines shape the long-term resilience of AI companies in the energy sector.

Oil Wells Strategy and Competitiveness of AI Companies

The Oil Wells strategy provides rapid growth and high margins at the start, but is associated with risks of dependence on large clients, scaling difficulties, and high legal support costs. For AI companies oriented toward international markets, the long-term consequences may include reduced flexibility, compliance challenges, and constrained opportunities for sustainable development.

Pipelines for Long-term Business Growth

This approach contributes to the formation of an AI ecosystem, the integration of AI into corporate governance, and increased transparency of business processes.

Scaling AI Business and New Technologies

technology development in IoT, NLP, deep learning and advanced analytics of big data opens new opportunities for scaling AI companies. The adoption of AI in intellectual property management, failure prediction, AML automation and the digital transformation of legal support is becoming standard for market leaders.

The Impact of AI on Governance and Digital Ethics

AI technologies are changing approaches to corporate governance, increasing transparency, accountability and business resilience. Issues of digital ethics, data protection and intellectual property become key when entering international markets.

Key Findings and Advice for Entrepreneurs and Executives

COREDO Recommendations for AI Companies

• Minimize risks: Conduct regular compliance audits, integrate AI tools to monitor legislative changes and automate AML.
• Maximize ROI: Use performance metrics for AI projects (LTV, CAC, scaling speed, level of automation), implement predictive analytics and intelligent big data analysis.
• Optimize legal support: Automate document flow, use NLP technologies to analyze contracts, integrate AI into KYC/AML processes.
• Build an effective team and AI ecosystem: Form international project teams, invest in training and staff development, grow partner networks.

COREDO’s experience shows: a combination of the Oil Wells and Pipelines strategies, flexible risk management, and investments in digital transformation and legal resilience are the key to successful development of AI companies in international markets.

Statistics that give pause: according to McKinsey, by 2025 artificial intelligence (AI) will be involved in more than 60% of international trade transactions, and global investments in digital technologies will exceed $500 billion.

Read to the end: you will receive tools that will allow your business to be one step ahead in the digital economy.

Fundamentals of the Commerce Clause and AI regulation

The fundamentals of the Commerce Clause and AI regulation play a key role in defining who and at what level can set rules for new technologies in the US economy. Understanding the historical significance and essence of the Commerce Clause is important for assessing how the state today approaches regulation of artificial intelligence that affects interstate and international trade.

Commerce Clause – what it is and its significance in history

Its historical significance lies in creating a unified legal space for commercial activity, preventing market fragmentation and ensuring federal regulation of commerce. In recent decades the Commerce Clause has become the basis for forming the legal framework of the digital economy, including regulation of financial services, e-commerce, and innovative technologies.

Commerce Clause and digital technologies: impact on AI

With the development of digital platforms, machine learning, and automated solutions, the Commerce Clause acquires new significance. Federal regulation of commercial activity now covers not only physical goods, but also digital services, intelligent agents, algorithms, and big data.

A solution developed at COREDO for a European fintech startup showed: when entering the US market it is necessary to consider not only national laws, but also the requirements of the Commerce Clause, which can limit or expand the possibilities of using AI in cross-border trade.

For example, automating contract and payment processing requires verification of compliance with federal standards, as well as adherence to consumer protection laws and algorithmic transparency.

Judicial precedents and AI regulation

Court decisions on the Commerce Clause shape the practice of applying the law to new technologies. In recent years U.S. courts have considered cases related to the use of AI in e-commerce, issues of jurisdiction, and liability for automated decisions.

As a result, recommendations were developed to minimize legal liability for decisions made by artificial intelligence, including the implementation of mechanisms for algorithmic transparency and control.

The impact of the Commerce Clause on AI in international trade

The importance of the Commerce Clause goes far beyond domestic regulation: this article of the U.S. Constitution defines Congress’s powers to regulate commercial relations with foreign countries and within the country. In the face of the rapid development of AI and its growing role in international trade, there is a need to rethink issues of jurisdiction, liability, and legislative regulation of such transactions.

Jurisdiction and liability in AI transactions

Interstate trade and AI require a clear understanding of jurisdiction and legislative competence. The Commerce Clause regulates transactions between states and countries, but with AI additional complexities arise: automated systems can operate simultaneously in multiple jurisdictions, and data can move between the EU, Asia, and the U.S.

Compliance issues are especially relevant when processing personal data and adhering to AML standards.

Control of cross-border data and digital trade

Legal control mechanisms include requirements for data protection (GDPR, CCPA), licensing of financial services, as well as the regulation of digital contracts with AI elements. The EU has a strict system of control over cross-border data exchange, and in Asia and Dubai there are their own security and transparency standards.

We develop strategies that ensure compliance with laws on digital trade and cross-border transactions, minimizing the risks of Commerce Clause violations and related fines.

Thus, when integrating AI into international transactions, the proper application of Commerce Clause principles becomes particularly important, which is relevant in the context of the development of AI-driven e-commerce.

Commerce Clause and AI e-commerce — challenges of application

Regulatory challenges of artificial intelligence are related to the uncertainty of the legal status of algorithms, automated systems and intelligent agents. The Commerce Clause applies to e-commerce, but does not always take into account the specifics of AI: for example, questions of liability for decisions made by algorithms, or the legal consequences of automation of commercial processes.

This is especially relevant given the diversity of approaches to AI regulation across different continents, which will be examined further.

AI regulation in the EU, Asia and Africa: comparison

AI regulation in the EU, Asia and Africa, the comparison becomes increasingly relevant against the backdrop of rapid development of digital technologies and growing risks associated with artificial intelligence. Different regions of the world are forming unique approaches to creating and implementing AI laws, which determines the operating conditions for companies and users in the respective jurisdictions.

Key EU AI laws and impact on business

The EU has a comprehensive legal framework for artificial intelligence: the AI Act, GDPR, directives on digital services and cybersecurity. These norms set requirements for transparency, ethics, data protection and liability for AI-made decisions. For businesses this means the need to implement compliance procedures, regular algorithm audits and documentation of decision-making processes.

This allowed the client to avoid fines and accelerate entry into the EU market.

Registration of legal entities using AI in the EU and Asia

Company registration for those working with AI requires consideration of specific legal requirements. In the EU it is necessary to provide a detailed description of the technologies used, control mechanisms and data protection. In Asia, the emphasis is on licensing of financial services, AML compliance and transparency of business processes.

AI regulation in Africa: trends and prospects

In Africa there is rapid development of AI legislation, but legal norms often lag behind technological trends. Main risks are associated with the lack of unified standards, difficulties in cross-border data exchange and insufficient protection of intellectual property.

Legal risks and compliance for AI in business

Legal risks and compliance for AI in business come to the forefront as artificial intelligence is implemented to automate processes, handle data and interact with customers. Companies face not only new business opportunities, but also the need to carefully account for complex legal nuances and ensure compliance with rapidly changing regulation. Proper understanding of these aspects becomes the key to safe development and reducing risks for business.

Risks of violating the Commerce Clause for businesses

Violating the Commerce Clause in cross-border AI transactions can lead to blocked operations, fines and lawsuits. Special attention should be paid to the legal consequences of using AI in financial services, where the automation of decisions requires strict control and documentation.

AML compliance and risk management with AI

AML services for business become critically important when implementing AI. Features of AML compliance when using AI include automation of transaction monitoring, analysis of suspicious operations and compliance with international standards (FATF, EU, Singapore).

Data protection when working with AI and compliance with GDPR, CCPA

Data protection legislation (GDPR, CCPA) imposes strict requirements on the processing of personal data, especially when using AI and big data. For businesses this means the need to implement control mechanisms, algorithmic transparency and regular process audits.

Legal support for businesses with AI: strategies and practices

Legal business support with AI: strategies and practices are becoming increasingly important amid rapid technological development. Successful integration of artificial intelligence into business processes requires comprehensive solutions covering issues of liability, regulation, data protection, and ethical standards. The following sections will examine key legal aspects of working with AI, starting with contract law and the specifics of digital contracts.

Contract law and digital contracts with AI

Contract law and artificial intelligence: one of the fastest-growing areas. Digital contracts incorporating AI elements require a clear definition of the parties’ liabilities, dispute resolution mechanisms, and control over automated decisions.

Managing the intellectual property of algorithms

Intellectual property and AI: a key issue for companies developing innovative products. The legal status of algorithms and automated systems depends on the jurisdiction: in the EU and the UK there are strict rules on registering patents and copyrights; in Asia, the emphasis is on protecting trade secrets and licensing technologies.

ROI assessment considering legal risks and compliance

ROI metrics when implementing AI into business processes must take into account legal challenges related to compliance, licensing, and data protection. The profitability assessment of investments includes analyzing costs for legal support, risks of litigation, and potential fines.

Key recommendations for entrepreneurs and executives

Key recommendations for entrepreneurs and executives: this is not just a set of rules, but a practical tool for reducing risks and complying with the legal requirements of business. Below are the main risks and legal requirements that leaders face, as well as recommendations for minimizing them.

Key risks and legal requirements: recommendations table

Checklist on the Commerce Clause law and AI

• Audit all cross-border transactions involving AI
• Implement mechanisms to ensure algorithm transparency
• Ensure AML and KYC compliance in each jurisdiction
• Regularly audit personal data processing (GDPR, CCPA)
• Register intellectual property for algorithms and AI systems
• Document decision-making and automation processes
• Develop a scaling strategy that considers international legislation

In conclusion, COREDO’s practice shows: strategic legal support for business using artificial intelligence is not just a formality, but a key success factor in the digital economy. By following these recommendations, you will be able not only to minimize risks but also to turn legal barriers into new opportunities for growth and innovation.

In 2024 the volume of private capital markets exceeded $13 trillion, which is larger than the GDP of most European countries and almost double the figures of a decade ago.

But behind these numbers lies a much deeper shift: the very architecture of investment strategies is changing, along with requirements for legal support, compliance, and risk management.

Today entrepreneurs and chief financial officers face a new challenge: how to use the growth of private markets to scale a business without losing transparency, control, and efficiency? Why do traditional approaches to company registration, obtaining licenses, and AML support no longer work amid geopolitical turbulence, digital transformation, and tightening international standards?

I, Nikita Veremeev, am the founder of COREDO. Over the past eight years the COREDO team has executed dozens of projects for registering legal entities, obtaining financial licenses, and comprehensive support of investments in the EU, Asia, and the CIS. In this article I will not only describe the trends – you will receive practical tools and strategic ideas that will help build a resilient investment strategy, protect business interests, and increase profitability amid the rapid growth of private markets. Read to the end, here you will find answers to the questions that today determine the success of international companies.

Growth of private capital markets and impact on investments

The growth of private capital markets is becoming one of the key factors shaping the modern investment environment: the global volume of this market is steadily increasing, and its influence on the structure and dynamics of investments is becoming ever more noticeable. To better understand which trends and drivers underlie such rapid development, let us examine the current processes that govern the growth of private capital markets and create opportunities for investors.

Trends and drivers of private market growth

Private capital markets: not only private equity and private debt, but also infrastructure projects, venture investments, and alternative assets. The growth of private markets is driven by several factors at once:

• Diversification of institutional investors’ portfolios: According to McKinsey, the largest funds in Europe and Asia increased the share of private investments to 35% to reduce dependence on volatile public markets and boost long-term ROI.
• Globalization and digitalization: Investment platforms and digital assets lower barriers to entry, allowing private investors to participate in instruments that were previously inaccessible.
• Growing demand for infrastructure and technology projects: Europe and Asia are seeing a boom in investments in data centers, energy infrastructure, logistics, and AI startups.

COREDO’s practice confirms: our clients from the EU and Asia increasingly choose multi-asset strategies, combining private equity, venture funds, and direct investments in infrastructure. This approach not only allows risk diversification but also enables flexible responses to changes in market conditions.

How private markets are changing investment management

Scaling an investment portfolio today requires not only a careful choice of jurisdiction but also the implementation of tools to manage risks from trade conflicts and political instability. For example, in 2023–2025 many companies faced the need to revise strategies due to trade restrictions between the EU and Asian countries.

The COREDO team develops solutions that take into account:

• Diversification by region and sector: Investments in Europe are traditionally associated with stability and transparency, while in Asia they are linked to high growth rates and innovation. The optimal strategy is to allocate assets between these regions taking into account individual risks.
• Assessment of investment risks under instability: We apply scenario analysis, stress testing, and monitoring of political factors to minimize losses.
• Flexible capital management: Using private banking, wealth management tools, and digital platforms allows for the prompt reallocation of resources and preservation of portfolio liquidity.

The growth of private markets requires investors not only to adopt new approaches to asset management but also to gain a deep understanding of political and economic risks, especially in developing countries in Asia and Africa.

Investment trends 2025 in Europe, Asia, and Africa

Investment trends in 2025 in Europe, Asia, and Africa are defined by rapid structural shifts and a search for new growth points against the backdrop of global economic and technological transformation. In conditions of high uncertainty, investors concentrate on projects related to confidence in infrastructure development and AI implementation, which shapes new priorities and capital flows across regions.

Main investment areas: infrastructure and AI

In 2025 investment trends are shifting toward infrastructure projects, real estate, and tech startups. Special attention is paid to:

• Data centers and energy infrastructure: Demand is growing in Europe and Asia for assets that enable digital transformation and sustainable development.
• Investments in AI and robotics: According to a PwC report, up to 20% of new private investments in Asia are directed to startups related to artificial intelligence and automation.
• ESG investments: Environmental, social, and governance factors are becoming key criteria when evaluating investment projects, especially for institutional investors.

Solutions developed at COREDO enable clients to efficiently structure deals taking into account ESG factors and the requirements of international regulators.

Regional specifics and opportunities

• European market: Characterized byhigh degree of regulation, transparency and protection of investors’ rights. Registration of legal entities in the EU requires strict compliance with AML and compliance, but provides access to large financial instruments and government programs supporting innovation.
• Asian market: Venture investments and private equity dominate here, especially in the fields of technology and infrastructure. In Southeast Asian countries there is active growth of investment platforms and digital assets.
• African market: Opens new opportunities for long-term investments in energy, telecommunications and logistics, but requires special attention to legal and political risks.

COREDO’s experience has shown that for a successful entry into Asian and African markets it is critically important not only to choose the right company structure, but also to provide comprehensive legal support at all stages.

Impact of sanctions on investments and trade

Sanctions and trade restrictions are becoming one of the main factors shaping investment strategies in 2025. For example, restrictions on the export of technologies from the EU to some countries in Asia and Africa require careful counterparty due diligence and the implementation of international AML standards.

The COREDO team helps clients build KYC/AML processes, conduct legal review of transactions and minimize the risks of violating sanctions regimes, which is especially relevant for technology and infrastructure projects.

Legal support and company registration for investments

Legal support and company registration for investments is a key step to reliably protect investors’ interests and effectively implement projects at the international level. A range of professional services in this area helps to comply with regulatory requirements, minimize risks and choose the optimal jurisdiction for your business.

Registration of legal entities in the EU, Asia and offshore jurisdictions

Company registration for investments in Europe, Asia and offshore jurisdictions requires deep knowledge of international corporate law and awareness of the specifics of each country.

• In the EU: It is necessary to take into account requirements for minimum capital, governance structure, tax residency and mandatory compliance. For example, Company registration in the Czech Republic or Estonia allows access to European markets, but requires strict AML support.
• In Asia: Singapore and Hong Kong remain leaders in the speed and transparency of registration. In Singapore the process is fully digitized, but requires the involvement of licensed providers and adherence to all AML standards.
• In offshore jurisdictions: Registering companies in Cyprus or other offshore jurisdictions can be a tool for tax planning, but requires special attention to reputation and transparency issues.

COREDO’s practice confirms: successful registration and subsequent business support are impossible without a comprehensive approach to legal and compliance procedures.

AML and compliance in investments

AML support for investments is a key element in protecting investors’ interests and preventing financial risks. International AML standards (FATF, 6AMLD, MAS) require:

• Identification of ultimate beneficial owners (UBO)
• Ongoing transaction monitoring
• Implementation of internal control systems and employee training

The COREDO team implements advanced KYC/AML methodologies, integrating digital solutions and client verification automation. This not only enables compliance with regulators’ requirements, but also protects transactions from fraud and sanctions risks.

Legal protection of investors in mergers and acquisitions

Legal support for investments for companies includes:

• Analysis and minimization of legal risks: Verification of corporate structure, contract analysis, assessment of compliance with international standards.
• Support for M&A transactions: Structuring deals, conducting Due Diligence, protecting investors’ interests at all stages.
• Tax planning: Optimization of tax burden taking into account international tax law and the specifics of each jurisdiction.

COREDO’s experience in supporting large M&A transactions in the EU and Asia allows our clients to execute complex projects with minimal risks and maximum transparency.

Risk management and investment efficiency in private markets

risk management: one of the key tasks to increase the stability and efficiency of investments in private markets. Competent threat management allows not only to protect capital, but also to optimally use growth opportunities even during periods of instability, including trade conflicts and rapidly changing market conditions.

Risk management in trade conflicts

Effective risk management is the foundation of a long-term investment strategy. In the context of private market growth and global instability, COREDO recommends using:

• Scenario analysis and stress testing: Assessing the impact of macroeconomic and political factors on an investment portfolio.
• Diversification by assets and regions: Reducing concentration risk through multi-asset strategies and distributing investments between Europe, Asia and Africa.
• Liquidity management: Using flexible financial instruments and platforms to respond quickly to market changes.

COREDO’s solutions allow integrating modernModern capital management tools, including private banking, digital assets and automated monitoring systems.

ROI assessment and effectiveness of investment strategies

Assessing ROI amid the growth of private markets requires taking into account the specifics of each project:

• For infrastructure projects, the key metrics become payback period, IRR and NPV.
• In tech startups, important indicators are revenue growth, customer base growth and business model scalability.
• For private equity and private debt, analysis of cash flow, multiples and exit strategies.

The COREDO team implements comprehensive ROI monitoring systems that enable clients to quickly assess investment performance and adjust strategy.

ESG factors and sustainable investing

ESG investments are becoming the standard for large institutional and private investors. Environmental, social and governance factors affect not only reputation but also the cost of capital, access to financing and the long-term resilience of businesses.

COREDO supports clients at all stages of ESG standard implementation, integrating them into corporate governance, reporting and investment solutions.

Recommendations for entrepreneurs and investors

In the current environment private markets are rapidly transforming, and it is important for investors together with entrepreneurs to adapt strategies to preserve and grow capital. Recommendations for entrepreneurs and investors will help understand how to use modern trends and what to pay attention to when choosing instruments and approaches in the new reality.

How to adapt investments to the growth of private markets

• Build multi-asset portfolios: combine private equity, venture funds, infrastructure projects and digital assets.
• Take regional specifics into account: develop separate strategies for Europe, Asia and Africa based on local trends and regulatory requirements.
• Use artificial intelligence and data analytics: to optimize investment decisions and risk assessment.

Legal support and AML compliance: best practices

• Implement international AML standards: regularly update internal policies, automate KYC/AML processes.
• Engage experts to support transactions: Legal expertise, due diligence, deal structuring taking into account tax and regulatory specifics.
• Ensure financial transparency and reporting: use modern digital platforms to manage corporate documentation and reporting.

How to choose a partner for company registration

• Evaluate the team’s experience and expertise: examples of completed projects, knowledge of jurisdiction specifics, availability of licenses and certifications.
• Check for comprehensive solutions: company registration, obtaining licenses, transaction support, AML and tax planning – all in one place.
• Pay attention to transparency of processes and communications: clear timelines, understandable stages, regular reporting.

Thus, a properly chosen partner provides a reliable foundation for subsequent scaling of the investment portfolio and effective risk management.

Scaling the investment portfolio and risk management

• Conduct regular portfolio audits: evaluate performance, identify bottlenecks, adjust strategy.
• Use hedging and risk insurance instruments: especially relevant for investments in emerging markets and infrastructure projects.
• Develop exit strategies: liquidity planning, analysis of market conditions and legal constraints.

Key takeaways and practical steps

The growth of private capital markets is radically changing the investment landscape of Europe, Asia and Africa. Successful investing in 2025 requires a comprehensive approach: multi-asset strategies, deep risk analysis, implementation of ESG and digital solutions, as well as professional legal support at all stages.

In conditions of global instability and tightening regulatory requirements, choosing a reliable partner becomes a key success factor.

If you are looking for strategic solutions to scale your business, optimize your investment portfolio and minimize risks, the COREDO team is ready to offer deep expertise and practical experience proven by dozens of completed projects in the EU, Asia and the CIS.

Investments and risks: Europe, Asia, Africa compared

Frequently asked questions (FAQ)

– The main risks are related to non-compliance with AML, errors in structuring the corporate entity and tax consequences. The solution is to engage COREDO experts for comprehensive support.

– Implementing international standards, automating KYC/AML, regular process audits are key to protection against sanctions and fraud.

– IRR, NPV, payback period, ESG and sustainability indicators.

– Diversification by regionand assets, regular audits, use of digital platforms for capital management.

– Investment platforms, artificial intelligence for data analysis, digital tools for compliance and reporting.

If you still have questions about company registration, obtaining licenses, AML support, or investment management, contact us. COREDO, your reliable partner on the path to sustainable growth and effective capital management.

Payroll for international companies is not just salary calculation. It is a comprehensive system that helps businesses manage payments, taxes and comply with legal requirements across multiple countries. Let’s examine what payroll in international business is, why it is important and what tasks it solves.

What is payroll in international business

Payroll for international companies is a comprehensive process of calculating, paying and reporting employee wages for staff working in different countries, taking into account local taxes, social contributions, currency fluctuations and requirements for cross-border payments.

Managing payroll in Europe and Asia requires taking into account differences in defining gross/net salary, specifics of remote hiring, as well as localizing payroll processes to the requirements of a particular jurisdiction. For example, in the Czech Republic and Estonia differences in the structure of social contributions and taxation can significantly affect the final cost of hiring and legal risks.

Payroll requirements for an international workforce in 2025

In 2025 the key requirements for payroll for international companies are:

• Accurate calculations and timely payment of salaries to foreign employees, taking into account all tax and social obligations.
• Compliance in international payroll: adherence to EU and Asian regulatory requirements, implementation of international-standard employment contracts, fulfillment of economic presence (substance requirements).
• GDPR and protection of employees’ personal data: mandatory data localization and implementation of electronic reporting systems integrated with ERP systems.
• Documentation: each stage of payroll must be supported by properly executed contracts, Due Diligence of employees and transparent financial monitoring of payments.

The solution developed at COREDO allows integrating these requirements into a single system, minimizing risks and increasing the efficiency of payroll processes.

Salary calculation for foreign employees

Calculating salaries for foreign employees requires accounting for various factors, including the legal norms of the country where activities are conducted, as well as specifics of employing workers from abroad. An important part of this process is familiarization with minimum wage levels in different countries of Europe and Asia to ensure compliance with local requirements and correctly form the terms of employment.

Minimum wage in the EU and Asia by country

In 2025 the minimum wage across EU and Asian countries varies significantly, and the new EU pay standards (EU Pay Transparency Directive) require not only compliance with minimum rates but also transparency of calculations for all employees, including non-residents.

Changes in the minimum wage directly affect payroll processes: increases in minimum rates require revising employment contracts, adjusting calculations and updating internal pay policies.

Salary and taxes for non-residents

Calculating wages for non-residents requires taking into account double taxation, specifics of social contributions and currency risks. For example, when managing payroll in Europe and Asia it is important to distinguish between gross/net salary and correctly calculate income tax and contributions depending on the employee’s residency status.

At the same time accounting for currency risks becomes critical in a multi-currency environment – especially when making payments in euros, pounds and Singapore dollars.

Payments to non-residents – documentation

Documentation of payments to non-residents is a mandatory requirement for legalizing employee hiring in the EU and Asia. Each payment must be accompanied by an international-standard employment contract, confirmation of the employee’s due diligence and financial monitoring of payments.

Compliance and AML in payroll of international companies

Compliance and AML play a key role in managing payroll of international companies, ensuring legal requirements are met and preventing financial crimes. Implementing effective compliance and AML procedures allows minimizing risks associated with paying salaries to employees in different jurisdictions and strengthens regulators’ trust.

AML procedures when making payments

salaries

AML procedures when paying salaries are becoming standard for all international companies with a distributed workforce. Payroll AML compliance checks include:

• Identification and verification of beneficial owners.
• financial monitoring of payments, especially for cross-border transfers and intra-group movements.
• Implementation of compliance procedures that allow tracking suspicious transactions and preventing the legalization of income obtained by criminal means.

Cross-border compliance: changes in laws

Cross-border compliance: it is not only about meeting local requirements, but also constant monitoring of legislative changes in the EU and Asia. In 2025 special attention is paid to:

• Criteria of economic presence (substance requirements) to confirm the company’s real activity in the country of registration.
• Conducting regular audits of payroll processes and updating internal payroll policies.
• Compliance with new EU standards on pay and reporting, including electronic reporting systems and payroll integration with ERP systems.

COREDO supports clients at all stages of change, ensuring payroll processes are up to date and transparent.

GDPR and personal data in payroll

GDPR and protection of employees’ personal data: a mandatory requirement for running payroll in Europe and countries that recognize European standards. Implementation of electronic reporting systems, localization of payroll processes and integration with ERP systems make it possible to ensure data protection at all stages, from collection to storage and transfer of information.

Tools for payroll management

Tools for payroll management have become an integral part of effective financial administration for businesses of any size. Thanks to modern solutions, payroll automation significantly reduces time spent on routine operations and lowers the risk of errors, while integration with banking makes payment processes as transparent and convenient as possible for companies.

Payroll automation and banking for business

Payroll automation is a key trend that enables management of a distributed team, minimizes errors and speeds up processes. Integration of payroll systems with international banking and ERP platforms provides:

• Running payroll in a multi-currency environment taking into account exchange rate fluctuations.
• Automatic generation of electronic reports and tax calculations for an international workforce.
• Accounting for currency risks and transparency of cross-border payments.

COREDO implements solutions that allow integrating payroll with banking systems in the EU, the UK, Singapore and Dubai, ensuring compliance with AML and compliance requirements.

Payroll outsourcing: advantages and benefits

Outsourcing payroll services is becoming increasingly popular among international companies seeking to improve payroll process efficiency and reduce costs. Calculating the ROI of implementing payroll outsourcing includes:

• Reducing costs for in-house specialist staff.
• Minimizing the risk of fines and errors.
• Increasing transparency and predictability of payments.

Scaling payroll when entering new markets

Scaling payroll processes is a task that requires taking into account the specifics of intra-group employee transfers, cross-border payments and transfer pricing. COREDO’s solutions allow you to:

• Organize payroll for employees in different EU and Asian countries taking local requirements into account.
• Implement standardized pay policies and automate tax calculations.
• Ensure payroll transparency and manageability even in rapidly growing multi-jurisdictional structures.

Risks and fines for international business

Risks and fines for international business are becoming an increasingly serious factor in the day-to-day operations of companies operating in global markets. Any mistakes or compliance violations, including payroll issues, can lead to significant financial sanctions and legal consequences. Below we look in detail at the risks and fines businesses face when violating payroll calculation and payment rules.

Risks and fines for payroll violations

The main risks for international companies are related to:

• Violations of requirements for paying salaries to foreigners (for example, failure to comply with the minimum wage (MROT), payment delays, calculation errors).
• Insufficient financial monitoring of payments and lack of employee due diligence.
• Non-compliance with AML and GDPR requirements.

Fines can reach up to 10% of the annual payroll fund, and long-term consequences include account freezes, loss of licenses and reputational damage. COREDO’s practice shows that regular audits of payroll processes and the implementation of electronic reporting systems can significantly reduce these risks.

Payroll in a multi-currency environment: currency risks

Running payroll in a multi-currency environment requires constant monitoring of exchange rate fluctuations, consideration of cross-border compliance and compliance with EU standards on pay. COREDO’s solutions provide for:

• Integration of payroll with multi-currency bank accounts.
• Automation of currency risk accounting and adjustment of payments depending on exchange rate changes.
• Implementation of internal pay policies that take into account the specifics of cross-border operations.

How to optimizeWebsite for international companies

• Conduct a comprehensive audit of payroll processes for compliance with EU and Asian requirements.
• Choose a payroll service provider with proven expertise in international compliance and AML.
• Prepare a full package of documents to legalize the hiring of foreigners, including employee due diligence and international-standard employment contracts.
• Implement electronic reporting systems and automation of tax calculations.
• Integrate payroll with banking and ERP systems to increase transparency and efficiency.
• Develop and implement internal company pay policies that take into account EU standards and local regulators’ requirements.
• Provide regular employee training on GDPR and personal data protection.

International SEO for business

• Payroll for international companies: a strategic function requiring integration of legal, financial, and technological solutions.
• Compliance, outsourcing of payroll services, and process automation help minimize risks, increase efficiency, and ensure payment transparency.
• COREDO’s experience in registering legal entities abroad, obtaining financial licenses, AML consulting, and comprehensive business support confirms: only a systematic approach and constant monitoring of legislative changes ensure sustainable development of international business.
• Invest in modern tools, train your team, and choose partners capable of supporting your business at all stages of growth and transformation.

If you are looking for a reliable expert to build an effective payroll system in a multi-jurisdictional structure, the COREDO team is ready to offer solutions proven in practice and in line with the highest international market standards.

What we are witnessing is not just a technological evolution, but a fundamental shift in how personal identity online and digital reputation management are understood.

In recent years the COREDO team has observed how traditional KYC/AML methods and paper documents have become a bottleneck for international business. Company registration, obtaining financial licenses, cross-border transactions — all these processes require not only speed but flawless transparency, regulatory compliance, and personal data protection. Standard approaches no longer meet the challenges of the Web3 identity era, where digital ID and electronic identification become the key to new opportunities.

What changes for companies that are already implementing digital identity today? They reduce the time for registering legal entities in the EU and Asia from weeks to hours, automate KYC/AML, gain access to DeFi products, and build a resilient digital reputation that works for the business 24/7. But with this come new risks: digital caste ratings, theft of private keys, blockchain immutability, and privacy challenges.

Ready to learn how a digital wallet instead of a passport works in practice, what advantages and threats digital identity poses for business, and which solutions the COREDO team has already implemented for international companies? This article is your navigator in the world of digital ID, helping you make strategic decisions and avoid critical mistakes. Read to the end: you will gain not only deep understanding but also practical recommendations tested in real cases.

Digital identifier and wallet instead of a passport

In the modern business environment a digital wallet is not just a tool for storing assets, but a full digital imprint of a person. Each cryptocurrency wallet contains a transaction history, participation in DAOs, verified attestations, a credit score, and sometimes even the owner’s digital biography. At COREDO we implemented projects where the digital wallet became the sole source of identification when registering legal entities in the EU and Asia, fully automating KYC/AML processes through integration with identification APIs.

This approach allows companies to speed up legal entity registration, simplify cross-border operations, and minimize human-factor risks. COREDO’s practice confirms: automating KYC/AML via digital ID reduces client and partner verification time by 3–5 times, lowering compliance and legal support costs.

On-chain identity is formed not only by transactions but also by participation in DAO governance, obtaining Soulbound Tokens, undergoing biometric authentication, and electronic attestations. For business, this means the ability to build trust based on a transparent digital biography rather than only paper certificates and outdated registries.

Proceeding to the next section:

This is precisely where Soulbound Tokens become a key element in building a reliable digital identity for business.

Soulbound Tokens for business digital identification

Soulbound Tokens (SBTs) are non-fungible tokens that cannot be transferred to another person. They serve as digital certificates of achievements, qualifications, membership in professional communities, and even completion of AML training. In a recent case, the COREDO team implemented an SBT system to verify the qualifications of employees of an international financial group: each employee received an SBT reflecting their profile, clearances, and KYC/AML history.

For example, participation in a DAO is recorded in a user’s on-chain biography, and data about compliance completion is stored in the digital wallet. This not only speeds up processes but also creates a new model of digital reputation where every action is confirmed by a smart contract.

Privado ID, Gitcoin Passport, or Lens Protocol — which to choose for business

On the corporate identity market today, Privado ID, Gitcoin Passport, and Lens Protocol are leading solutions. Each offers unique capabilities for business:

• Privado ID focuses on privacy and access control to personal data, which is especially important for companies operating in the EU and subject to GDPR requirements.
• Gitcoin Passport builds digital reputation based on on-chain activity, participation in DAOs, and obtained attestations, which is ideal for startups and tech companies working with DeFi products.
• Lens Protocol integrates social connections and a digital biography, allowing companies to build reputation models for employees and customers.

The solution developed by COREDO for a client in Singapore included integration of Privado ID and Gitcoin Passport to automate KYC/AML and build a decentralized credit rating. This approach not only sped up legal entity registration but also ensured compliance with local and international identification standards.

Thus, modern corporate identification systems are transforming the approach to managing digital reputation and on-chain identity, creating new standards of trust in decentralized ecosystems.

On-chain identity and digital reputation

In the era of Web3 identity, every transaction, participation in a DAO, receipt of an SBT or attestation becomes part of a user’s or company’s on-chain biography. This digital trace shapes not only reputation but access to financial, legal, and partner services. For example, to access DeFi protocols or obtain corporate financing in Estonia and the United Kingdom, digital reputation is becoming a key factor in risk assessment.

Decentralized credit ratings built on on-chain identity are already used today by banks and fintech companies in the EU and Asia to assess the reliability of partners.

At the same time, a digital biography is becoming a tool for managing access to closed communities, corporate DAOs and partner programs. For businesses this opens new opportunities for customer segmentation and service personalization, but requires a strategic approach to managing the digital footprint and reputation.

Thus, building and maintaining a positive on-chain reputation becomes a critically important task for the development of companies in the new digital economy.

Digital reputation for business: pros and risks

Objectifying digital reputation is a double-edged sword. On one hand, a digital caste rating allows quick assessment of counterparties’ reliability, automating access to services and reducing fraud risks. On the other hand, the risks of segregation, discrimination and social control via blockchain are becoming increasingly relevant.

Analogies with credit history are obvious: digital reputation can become a tool of segregation if evaluation algorithms are opaque or susceptible to manipulation.

Shaping digital reputation: algorithms and business

The parameters of digital reputation are determined not only by technical protocols but also by the interests of developers, DAOs, venture funds and major market players. Business influence on reputation assessment standards becomes a strategic factor of competitiveness.

The COREDO team participated in creating attestation standards for an international platform where business clients could influence digital reputation parameters through participation in DAO governance and development of their own evaluation criteria. This approach ensures a balance between transparency, company interests and the protection of users’ rights.

Risks of social control through the blockchain

Incentive and punishment mechanisms built into blockchain protocols can create majority pressure, limit freedom of action and shape uniform behavior models. For companies this means new reputational risks: an employee’s or company’s on-chain digital biography becomes available for analysis by competitors, partners and regulators.

Best practices include regular monitoring of the digital footprint, implementing privacy management tools and training employees in the basics of digital security.

Theft of private keys and access recovery

The theft of a private key is not only a loss of assets but an actual theft of digital identity. For businesses the consequences can be critical: loss of access to corporate wallets, digital attestations, transaction history and reputation. In one COREDO case for a European fintech, a multi-layered digital key management system was implemented with the possibility of access recovery through trusted parties (social recovery).

This leads to asset freezes, an inability to verify qualifications or legal status. The solution: implementing social recovery protocols where trusted people or colleagues can verify identity and initiate access recovery.

Wallet recovery — what businesses should do

Social wallet recovery is becoming a standard for companies working with digital IDs. At COREDO we recommend using a combination of biometric authentication, multi-factor protection and distribution of access rights among several trusted people. This approach minimizes the risks of digital death and ensures continuity of business processes even in case of key loss.

Right to be forgotten on the blockchain for business

Blockchain immutability: a fundamental advantage and at the same time a challenge for companies. Every action, error or disputed transaction becomes part of an eternal digital biography. For businesses this means the absence of a right to be forgotten and the impossibility to “erase” negative information, which contradicts GDPR principles and local data laws.

A solution developed by COREDO for an international group included implementing ZK-proofs (zero-knowledge proofs) to protect personal data and ensure privacy when using digital identity credentials. ZK-proofs allow confirming facts (for example, compliance completion or having a license) without revealing details, minimizing the risk of information leakage.

ZK-proofs for company privacy

ZK-proofs are a technology that allows verifying the validity of information without revealing its content. For businesses this means the ability to comply with GDPR, protect trade secrets and manage access to critically important data. Still, COREDO’s practice shows: abusing privacy can lead to reduced trust from partners and regulators.

Digital ID and Wallet for Business

The shift to digital identity and a wallet instead of a passport is not just a technological trend, but a strategic choice that determines a business’s competitiveness in the international market. The benefits are clear: faster registration of legal entities, automation of KYC/AML, new models of digital trust and reputation, and expanded access to financial and legal services.

On the other hand, alongside the opportunities come new challenges: risks of digital death, theft of private keys, objectification of reputation, and loss of privacy. Best practices for implementing digital ID, proven by the COREDO team, include:

• Integration of modern solutions (Privado ID, Gitcoin Passport, Lens Protocol) taking into account the requirements of local and international regulators.
• Implementation of multi-layered digital key management systems and social recovery protocols.
• Use of ZK proofs to protect data and ensure GDPR compliance.
• Regular audits of the digital footprint and reputation, and training for employees and partners.

Strategic advice: start building your digital identification and reputation management policy today so that you not only meet market requirements but also stay ahead of competitors.

COREDO’s experience shows: those who invest in digital trust and Web3 identity gain not only a technological advantage but also sustainable growth on the international stage.

In 2024, more than 80% of institutional investors consider the level of decentralization one of the main criteria when choosing a blockchain for corporate operations and the registration of legal entities in the EU, Asia and the CIS.

As COREDO’s practice shows COREDO, even large international holdings face unexpected lockouts, transaction delays and regulatory challenges due to underestimating the architectural and governance features of the Bitcoin and Ethereum networks.

Level of decentralization of cryptocurrencies

In COREDO’s corporate consulting we always start with a clear separation of concepts: decentralization of the network builders (miners, validators, block producers) and decentralization of clients (wallets, addresses, dapps). This approach allows us to account not only for the technical architecture but also for real business risks related to concentration of power or vulnerability to regulatory attacks.

• Distribution of miners and validators (structure, geography, concentration of pools)
• Number and geography of nodes
• Decentralization of network clients: number of unique and active addresses, wallet distribution, liquidity on DEX and CEX
• Resistance to forks, bugs, influence of the community and institutional investors

Decentralization of miners and validators – risks

In Bitcoin the decentralization of miners is traditionally considered exemplary. However, in practice more than 60% of the hashrate is controlled by the five largest pools, and the geographic concentration of mining in certain countries creates risks for international companies. The COREDO team has encountered cases where sudden regulatory changes or outages in specific regions led to delays and fee increases.

In Ethereum, after the transition to Proof-of-Stake, validator decentralization became dependent not only on the number of participants but also on the architecture of validator pools, the role of block producers and relayers. Concentration of staking on large platforms (for example, Lido, Coinbase) can create new points of vulnerability for corporate clients. It is important to consider that for businesses it becomes no less significant to analyze the distribution of validators by jurisdiction and their dependence on cloud infrastructures.

These parameters affect the resilience of financial operations, the ability to scale and protection from external impacts.

Proof-of-Work and Proof-of-Stake: what should businesses choose

The choice between Proof-of-Work (PoW) and Proof-of-Stake (PoS) is not only a technical but also a strategic question for companies operating in international jurisdictions. In COREDO’s practice we analyze both approaches in terms of entry costs, resistance to attacks, centralization risks and long-term consequences for the business.

PoW (Bitcoin):

• High level of security and resilience, proven over time
• Entry costs (equipment, electricity) limit participation, which leads to concentration of hashrate in large pools
• Geographic concentration of mining increases regulatory risks

PoS (Ethereum):

• Lower entry threshold for validators, which theoretically increases decentralization
• Concentration of staking on large platforms and cloud services can reduce real decentralization
• New risks related to MEV-Boost, relayers and block finalization

In light of these characteristics of the PoW and PoS approaches, it is relevant to consider the architecture and resilience of leading blockchains such as Bitcoin and Ethereum from the perspective of corporate users.

Bitcoin and Ethereum blockchains – architecture and resilience

Node architecture is a key factor for assessing resilience and decentralization. In Bitcoin the number of public nodes consistently exceeds 15,000, with a significant portion of them operating through TOR or distributed across independent ASNS, which increases resistance to censorship and attacks.

In Ethereum the number of active nodes is comparable. On the other hand, more than 60% of them are hosted on cloud services (AWS, Google Cloud), which creates new r

Risks of infrastructure centralization. In one of COREDO’s cases for an EU client we discovered that the failure of a major cloud provider could lead to reduced availability of the Ethereum network for corporate applications.

TOR nodes and geographic diversification of nodes in Bitcoin provide additional resilience, whereas in Ethereum the architecture depends on the distribution of validators and block producers, as well as integration with cloud solutions. For companies focused on international markets, it is important to consider not only the number but also the independence and geography of nodes.

Validators, block producers and relayers in Ethereum

After the transition to PoS, Ethereum became one of the most innovative platforms in terms of distributed governance. Validators, block producers, relayers and searchers form a complex ecosystem where each element affects the level of decentralization and strategic risks for businesses.

The introduction of MEV-Boost increased transparency and competition among block producers, yet it also created new centralization points: large relayers can influence transaction ordering and, consequently, business operations. In COREDO practice we recommend that corporate clients take these risks into account when designing financial services based on Ethereum.

Block finalization and resilience to MEV attacks become important metrics when choosing a platform for legal entity registration and conducting financial operations.

Wallets and active addresses on the network

Client decentralization is not only a technical indicator but also a strategic factor for liquidity, security and operational resilience. In Bitcoin, the number of unique addresses is steadily growing, indicating a broad user base and high liquidity of OTC platforms and CEXs.

Ethereum has seen explosive growth in active and unique addresses, especially after the introduction of DeFi protocols and NFT marketplaces. In one of COREDO’s projects for a client in Asia, we used metrics on the growth of unique addresses and wallet activity to assess the liquidity and security of the implemented DeFi solution.

Wallet decentralization and the distribution of active addresses directly affect the network’s resistance to attacks, scalability potential and availability of business operations. For corporate clients it is important to choose solutions with a high degree of client distribution, which reduces the risk of manipulation and increases trust in the infrastructure.

DeFi on Ethereum and Bitcoin Lightning for business

Ethereum has become the leader by number of dapps, DeFi protocols (Aave, Uniswap), NFT marketplaces (Blur, OpenSea) and integration of L2 solutions (Arbitrum, Optimism, ZK-rollups). This opens unique opportunities for scaling business processes, tokenizing assets, implementing multichain ecosystems and optimizing liquidity.

In COREDO projects for clients from the EU and Asia, we integrated L2 solutions and multichain bridges to increase performance and security of corporate services based on Ethereum. Optimistic and ZK rollups, the Superchain family and EVM compatibility allow companies to quickly scale operations, reduce costs and increase resilience to network congestion.

The Lightning Network in Bitcoin provides fast and cheap payments, while the DeFi and dapps ecosystem there is significantly less developed. For companies focused on innovation and scaling, Ethereum and its multichain solutions offer greater strategic advantages.

ERC-20, NFT, Ethereum exchanges for business

The implementation of ERC-20 tokens, NFTs and DePIN services on Ethereum enables companies from the EU and Asia to create new products, optimize business processes and attract institutional investment. In COREDO cases for corporate clients we implemented projects for asset tokenization, launching corporate NFT marketplaces and integrating DeFi protocols for liquidity management.

Comparing DEX and CEX liquidity shows that for large trades and OTC operations Bitcoin maintains leadership thanks to its high capitalization and resilience. At the same time Ethereum is rapidly catching up due to the development of multichain ecosystems and the growth in active addresses. For companies it is important to consider not only volumes but also resistance to manipulation, transparency and infrastructure accessibility.

DePIN services and multichain solutions allow integration of corporate processes with various blockchains, increasing flexibility and reducing the risk of dependence on a single platform.

Risks and trust in blockchain for business

The blockchain trilemma — the balance between security, scalability and decentralization — remains a key challenge for corporate clients. Bugs (for example, the 2010 incident in Bitcoin or the DAO fork in Ethereum), forks and community specifics directly affect trust and strategic risks.

In COREDO practice we analyze not only technical vulnerabilities but also community response, decision-making speed, and resilience to manipulation by large players and institutional investors. For businesses it is important to consider how bugs and forks can affect long-term investments, asset availability and stability of business processes.

In this context both Bitcoin and Ethereum have their strengths and weaknesses, and the choice depends on the company’s strategic goals.

Decentralization of Bitcoin and Ethereum: comparison

Comparing the level of decentralization of Bitcoin and Ethereum, the COREDO team draws a clear conclusion: neither platform has absolute superiority across all metrics. Bitcoin provides maximum resilience and reliability for hedging corporate reserves, while Ethereum offers flexibility, innovation and scaling opportunities through DeFi, NFTs and multichain ecosystems.

The economic role of ETH and BTC…The role for business is different: BTC: a hedging instrument and a long-term store of value, ETH – a collateral asset and the basis for innovative corporate solutions. The strategic implications of choosing a blockchain depend on a company’s goals: for integrating DeFi, tokenization and scaling business processes Ethereum is optimal, for custody and OTC operations – Bitcoin.

This approach allows our clients to minimize strategic risks, leverage the advantages of both ecosystems and build a sustainable international business based on the most advanced and secure blockchain solutions.

In 2024 the Gulf countries invested more than $300 billion in the digital economy, artificial intelligence and Web3: this is more than the annual GDP of several European countries. The UAE and Saudi Arabia are no longer simply testing regulatory sandboxes, they are scaling digital transformation at the level of national strategies, creating a unique business environment for international companies. Over the past three years the COREDO team has implemented dozens of projects for company registration, obtaining financial licenses and supporting digital initiatives in the region, and we see: the pace of change and the depth of technology integration here surpass global trends.

Why should international business now take a close look at the “digital sands” of the UAE and Saudi Arabia? Because new rules of the game are being formed here: access to advanced computing capacity, a transparent regulatory environment, unique tax incentives and comprehensive support for tech companies. But along with opportunities the challenges grow: from complying with AML requirements to managing digital identity and protecting data in megaprojects.

In this article I will analyze in detail the strategies, cases and practical solutions that the COREDO team applies when supporting international clients at every stage of their digital journey. Read to the end — here you will find not only answers to current questions, but also strategic ideas for growing your business in the region.

Digitalization of the UAE and Saudi Arabia

The Saudi Vision 2030 and UAE Centennial 2071 strategies: these are not just plans for economic diversification, but roadmaps for a complete departure from oil dependence through the development of the digital economy, artificial intelligence, biotechnology and the data economy. The solution developed by COREDO for clients includes a deep analysis of these programs and their impact on the corporate environment.

Saudi Vision 2030 provides for the creation of new sectors — from cloud computing to biotechnology and PropTech, as well as the integration of digital platforms for business. UAE Centennial 2071 emphasizes sustainable development through technology, strategic planning of the digital economy and the formation of innovation hubs. COREDO’s practice confirms: participation in government digitalization programs opens access to grants, accelerators, tax incentives and partner networks, which is critical for rapid market entry.

Thus, integration into government digitalization programs becomes an integral part of the strategy of companies seeking to operate in the region’s new markets — which is directly related to issues of digital sovereignty in the Gulf countries.

Digital sovereignty in the Gulf countries

The UAE and Saudi Arabia are striving for digital sovereignty, minimizing dependence on foreign cloud platforms and creating their own computing capacities. The deployment of national language models (Falcon LLM), the development of supercomputer clusters and distributed ledgers (DLT) allow companies to control data, ensure security and comply with local regulatory requirements.

The COREDO team has implemented projects to integrate cloud technologies and build digital infrastructure for startups, which enabled clients not only to protect digital identity but also to increase transparency of business processes. In the context of globalization, digital sovereignty becomes the key factor of resilience and competitiveness.

Supercomputers of the UAE and Saudi Arabia: investments and infrastructure

Over the past two years the UAE and Saudi Arabia have invested billions of dollars in purchasing computing capacity: GPUs, NVIDIA H100 chips, GB300, Blackwell, as well as creating Condor Galaxy supercomputers and partnering with Cerebras Systems. These investments form the foundation for AI, Web3 development and startup scaling.

Solutions developed at COREDO include analysis of the possibilities of using supercomputer infrastructure for international companies: from launching neural networks for business to automating business processes and building digital platforms. International partnerships in AI and Web3 are another growth driver: participation in joint R&D centers provides access to unique technologies and reduces development costs.

Falcon LLM and language models for business

The creation of national language models, such as Falcon LLM,, is a strategic step toward independence and customization of AI solutions for regional business. COREDO’s experience has shown that localizing neural networks for industry-specific tasks (finance, real estate, logistics) allows clients not only to increase efficiency but also to ensure compliance with the national artificial intelligence strategy.

The implementation of neural networks for business is not just automation, but a transition to personalized services, data management in megaprojects and the integration of AI into the corporate sector. Examples from practCOREDO’s case studies demonstrate how national LLMs speed up the processing of legal documents, optimize AML procedures and increase the transparency of financial flows.

IT workforce: golden visa and training of the future

The UAE and Saudi Arabia are forming a global hub of tech talent, attracting specialists through the golden visa, Premium Residency programs and investments in education. The MBZAI University of Artificial Intelligence and the KAUST center for fundamental research are key elements of this ecosystem.

The COREDO team assisted clients in obtaining golden visas for IT specialists, allowing them to legally work and develop businesses in the region. Talent programs include not only benefits for specialists but also future accelerators in Dubai, where startups gain access to digital infrastructure, cloud technologies and expert support.

Reverse brain drain in Dubai

Reverse brain drain, a unique phenomenon when talented specialists return or move to the region thanks to attractive conditions and startup support. Future accelerators in Dubai provide companies not only with financing but also access to supercomputer clusters, IoT infrastructure and Smart Dubai.

COREDO’s practice confirms: participation in accelerators requires meeting high standards: a transparent structure, compliance with AML requirements, and an innovative business model. Comprehensive support during company registration and obtaining financial licenses becomes critically important for a successful launch.

AI and Web3 megaprojects: NEOM, XVRS, UAE

NEOM and XVRS: megaprojects where the integration of artificial intelligence, Web3 and blockchain is changing approaches to infrastructure, city services and investments. As part of the UAE’s digital strategy, projects on metaverses, digital twins and data management through AR/VR interfaces are being implemented.

The COREDO team supported clients in integrating Web3 into government services, which enabled the automation of legal processes, increased transparency and reduced costs. Megaprojects are becoming a testing ground for implementing RWA (real world assets) on the blockchain, tokenizing real estate and creating digital identities for businesses and citizens.

Integration of AI and blockchain for data

Real cases from COREDO’s practice show how artificial intelligence and blockchain are used to manage data in megaprojects, ensure transparency of construction projects and optimize logistics chains. For example, the implementation of blockchain solutions allowed a COREDO client to create a transparent data management system, reduce risks and increase investor confidence.

However, its implementation requires a careful risk analysis, compliance with regulatory requirements and the adaptation of corporate processes.

Blockchain and digital assets in the UAE

Blockchain is becoming an infrastructural layer of the Gulf’s digital economy. The COREDO team has implemented projects on tokenizing real estate in Dubai, launching PropTech solutions and issuing digital bonds on the Abu Dhabi stock exchange. Management of digital assets and regulation of virtual assets (VARA) are key elements of the new financial architecture.

RWA tokenization allows investors to access previously unavailable assets, speeds up transactions and increases transparency. Examples from COREDO’s practice show that blockchain-based PropTech is changing the real estate market, lowering barriers to entry and creating new investment models.

Against this background, regulation of the digital dirham is becoming a crucial factor for financial inclusion and the further development of the industry.

Regulation of the digital dirham and inclusion

The UAE is creating transparent rules for the crypto industry, promoting financial inclusion through digital currencies and the digital dirham. Solutions developed at COREDO include supporting clients in obtaining licenses to manage virtual assets, integrating digital platforms for businesses and complying with AML requirements.

Financial inclusion through digital currencies reduces barriers for small and medium-sized businesses, opens access to international markets and simplifies cross-border payment procedures. It is important to take into account the specifics of virtual asset and cryptocurrency regulation in Dubai to minimize risks and ensure sustainable business development.

Digital transformation in the UAE and Saudi Arabia: risks and solutions

The region’s digital transformation is accompanied by new challenges: cybersecurity, data protection, a talent shortage, control of technology exports and regulatory risks. The COREDO team analyzes the risks of the Gulf’s digital economy and offers solutions: from implementing digital identity management systems to building comprehensive data protection in megaprojects.

For tech companies it is critical to consider tax and legal aspects when launching a business in the UAE and Saudi Arabia: registration rules, licensing requirements, and the specifics of virtual asset regulation. COREDO’s practice shows that strategic planning and comprehensive support at all stages minimize risks and ensure long-term resilience.

Digital transformation of the UAE and Saudi Arabia

The digital transformation of the UAE and Saudi Arabia is not just a technological trend but a fundamental change in the business climate, opening strategic advantages for international companies. The UAE economy is becoming a global innovation hub where strategic digital economy planning is combined with access to unique infrastructure, talent and financial instruments.

COREDO’s experience shows: a successful strategy for scaling a business with anduse of the UAE’s infrastructure includes the registration of a legal entity, obtaining financial licenses, the integration of AI and Web3, digital asset management and compliance with regulatory requirements. It is precisely comprehensive support and deep expertise that enable our clients not only to enter new markets but also to build sustainable competitive advantages in the digital economy of the Persian Gulf.

If you are looking for a reliable partner for company registration, obtaining a license, AML consulting or support for digital initiatives: the COREDO team is ready to offer solutions that meet the highest standards of the region. Your next step in the UAE’s ‘digital sands’ could be the beginning of a new era for your business.

By 2025 more than 80% of international companies in the EU and Asia had already integrated digital technologies into corporate governance, and according to McKinsey, the digitization of corporate governance can increase decision-making speed by 35% and reduce operating costs by up to 25%[EN: McKinsey, 2024][EN: OECD, 2023].

When I, together with the COREDO team, developed a strategy for a large holding with offices in the EU and Asia, we faced a classic challenge: how to unify heterogeneous business processes, meet AML and compliance requirements, ensure digital business transparency and at the same time not lose management flexibility?

Historical stages and drivers of the digitization of corporate governance

The evolution of digital corporate governance went through several key stages:

1. Automation of individual business processes (ERP, electronic documents).
2. Integration of digital platforms for managing the board of directors, shareholders and corporate committees.
3. Transition to hybrid governance models, where digital integration of business processes ensures synchronization of distributed teams and business units.
4. Use of artificial intelligence, big data and blockchain for digital audit, control and transparency of corporate decisions[EN: Deloitte, 2024][DE: BCG, 2023].

COREDO’s practice confirms: the drivers of digital transformation are not only technological progress, but also the tightening of international corporate governance standards, increased requirements for AML and compliance, as well as the need to manage risks and corporate responsibility in the context of globalization.

Digital corporate governance: tools and components

Automation of corporate governance and digitization of business processes

The implementation of digital tools for companies begins with the automation of corporate governance and the digitization of business processes. Solutions developed at COREDO allow clients to implement decision-making automation, digital integration of business processes and build digital enterprise governance based on modern BPM and ERP systems.

For international holdings, automation of corporate governance becomes a critical factor for scaling and risk management. For example, for a COREDO client in the fintech sector, we implemented digital platforms that allowed automating control of corporate procedures, reducing the human factor and ensuring digital synchronization of business units across different jurisdictions.

Virtual board meetings and electronic shareholder voting

The digitization of corporate governance is impossible without the transition to virtual board meetings and electronic shareholder voting. This not only speeds up processes, but also provides digital identification of participants, protects the digital rights of shareholders and minimizes legal risks.

The COREDO team implemented projects to deploy digital platforms for remote board management, which is especially relevant for companies with distributed structures. Electronic corporate meetings and electronic shareholder voting increase owner engagement and the quality of corporate dialogue, as well as ensure the legal integrity of procedures in accordance with international standards.

Digital reporting and data management in the corporation

Digital reporting for business and data management in the corporation are key elements of digital corporate governance standards. COREDO’s solutions in this area include the implementation of digital reporting standards (IFRS, XBRL), automation of data preparation and verification, as well as building a digital trail of management decisions for transparency and audit.

In one of COREDO’s cases for a holding with offices in the EU and Singapore, we integrated digital platforms for corporate reporting management, which allowed the client not only to meet regulatory requirements but also to increase the speed of report preparation by 40%.

Innovative technologies: AI, blockchain, cloud solutions, big data

The implementation of artificial intelligence in corporate governance, blockchain for corporate governance, cloud solutions for the board of directors and the integration of big data into management is no longer futurology, but a practice that the COREDO team implements

The return to cash payments is not simply a reaction to technological risks, but a strategic response to international tensions and the rise of cyber threats. In Sweden, where the share of cashless payments exceeded 90%, the government urged businesses to reassess their dependence on electronic payments. COREDO analytics show: banknotes are becoming a reserve asset, especially in crisis conditions when the resilience of the payment system is tested.

In Europe and Asia, companies face the dilemma of whether to hold liquidity in digital assets or return to cash. COREDO’s practice confirms that banknotes provide instant access to funds during banking system failures, communication breakdowns and internet outages. However, storing cash is associated with logistical and legal risks, including security, reporting and AML compliance issues.

Cash storage strategies for businesses

Effective cash storage requires strategic planning. The solution developed at COREDO for international companies includes:

• *Diversification of denominations*: the optimal balance between large and small bills for operational payments.
• *Organization of secured storage points* taking into account corporate security and compliance requirements.
• *Regular inventory audits*: control of compliance with internal policies and requirements of EU and Asian regulators.
• *Providing access to cash* for key employees in emergency situations, including force majeure scenarios.

Client cases from the Czech Republic and Slovakia demonstrate: properly organized cash storage allows for rapid response to crisis events while preserving the financial security of the business.

Digital assets for business: how to accept payments

Alongside the return to cash, the market is experiencing explosive growth in digital assets and cryptocurrencies. In Australia and the US, the share of companies accepting crypto payments exceeded 28% in 2024. In the EU and Singapore, corporate crypto accounts have become the standard for cross-border multi-currency settlements. The decentralization of finance and blockchain payments open new opportunities for liquidity management and reducing dependence on traditional banks.

Nevertheless, the growth of digital assets is accompanied by tightening cryptocurrency regulation, AML and compliance requirements, as well as volatility risks.

Crypto payments for businesses: use cases and benefits

The COREDO team has implemented crypto payment integration projects for companies in the EU, the UK and Singapore. Key advantages include:

• *Revenue growth* through expanding customer geography and new sales channels.
• *Reduction of bank fees* for international transactions.
• *Multicurrency settlements*: the ability to instantly convert digital assets into fiat currency.
• *Liquidity management* – quick access to funds regardless of the operation of banking systems.

COREDO clients note that implementing crypto payments requires a comprehensive approach to cryptocurrency regulation, AML and compliance. Our solutions include transaction audits, digital customer identification and the setup of corporate crypto accounts taking into account the requirements of EU and Asian regulators.

Trends in cashless payments and BNPL 2025

The mass transition to cashless payments, mobile POS terminals and fintech platforms is the key trend of 2025. In China, Australia and the EU, the share of electronic payments in the corporate sector exceeds 85%. BNPL (buy now, pay later) is transforming the structure of corporate expenses, allowing companies to flexibly manage liquidity and optimize cash gaps.

COREDO analytics show: the mass transition to fintech platforms requires a reassessment of risk management strategies and the implementation of new performance metrics for payment solutions.

Practical cases of mobile payment implementations enable businesses to quickly adapt to new market requirements and improve operational efficiency.

Mobile payments for business: implementation experience

The shift in market leaders, from traditional operators (Western Union, MoneyGram) to fintech platforms (Payoneer, Wise, Revolut), has changed the corporate payments landscape. Our experience at COREDO has shown that mobile payments and fintech solutions for businesses allow:

• *Reduce fees* for cross-border transactions.
• *Speed up transactions* and increase process transparency.
• *Adapt to the requirements of international regulators* on AML and compliance.

COREDO’s solutions include audits of fintech infrastructure, implementation of backup channels and employee training in cybersecurity principles.

Fragmentation of payment infrastructure: risks

Global fragmentation of the payment infrastructure: the result of technological innovations, regional regulatory barriers and the growth of alternative payment methods. In Africa, Latin America and parts of Asia, companies face the risks of internet outages, failuredisruptions of banking systems and hyperinflation, which require new liquidity management strategies.

Our solutions include risk audits, development of payment continuity protocols and implementation of alternative payment methods, including P2P transfers and corporate crypto accounts.

Financial resilience during internet and banking outages

To ensure a business’s financial resilience amid payment infrastructure outages, the COREDO team recommends:

• *Diversification of payment instruments*, combining cash, electronic and digital assets.
• *Implementation of backup channels* – local payment gateways, corporate POS terminals, alternative SWIFT solutions.
• *Strategic planning*: regular audits of payment processes, training staff on outage procedures, storing liquidity across multiple jurisdictions.

COREDO client cases from Africa and the EU show: companies that integrated backup payment instruments and outage response protocols maintain operational resilience even when electronic payments are down.

Cash payments and alternative methods by region

The geography of payment preferences remains a key factor for international business. In Asia and Africa, the share of cash transactions remains at 50–70%, despite the growth of fintech solutions. In Europe, especially in Germany and Austria, paper money remains a popular instrument for large corporate deals, which is linked to cultural and economic specifics.

Payment systems of Asia, Africa and Europe

The COREDO team has implemented projects to adapt corporate payments to regional characteristics:

• In Thailand and the Philippines, businesses combine cash transactions with mobile payments to ensure flexibility and resilience.
• In Nigeria and Colombia, companies use reserve assets in the form of paper money and stablecoins to protect against inflation.
• In the EU, the optimal combination is multi-currency settlements, electronic payments and holding part of liquidity in cash.

COREDO’s strategies allow international companies to choose the optimal mix of payment instruments taking into account the geography of operations, regulatory requirements and specifics of customer preferences.

Liquidity management and AML in payments

The growth of digital assets, implementation of BNPL and stablecoins are changing approaches to corporate liquidity management. In the EU and Asia, AML and compliance requirements are tightening, especially for companies dealing with cash and digital assets. COREDO’s solutions include comprehensive audits of payment processes, implementation of digital identification and configuration of corporate crypto accounts.

Stablecoins or multi-currency for payroll?

The question of choosing between stablecoins and fiat currencies for employee payouts is becoming increasingly relevant. The solution developed at COREDO entails:

• *Analysis of regulatory requirements* in each jurisdiction: central bank digital currency (CBDC), digital euro, requirements for multi-currency settlements.
• *Assessment of volatility risks* and legal consequences of implementing stablecoins.
• *Practical recommendations* for integrating stablecoins into corporate payment processes, including configuring corporate crypto accounts and AML compliance and compliance.

Our experience at COREDO has shown that the optimal solution depends on the geography of the business, the structure of corporate expenses and regulatory requirements. In the EU and Singapore, stablecoins are becoming an effective tool for international payments, but they require careful configuration of compliance and digital identification of employees.

Payment trends and business security 2025

2025 is a year of strategic changes in payment systems. The return to cash, growth of digital assets, mass adoption of fintech solutions and fragmentation of the global payment infrastructure require businesses to adopt new approaches to liquidity management, risk and compliance. COREDO’s practice confirms: business financial security is achieved through diversification of payment instruments, strategic planning of payment infrastructure and choosing reliable partners.

COREDO’s solutions enable corporate clients not only to adapt to new payment trends in 2025, but also to shape a sustainable financial security strategy amid international tensions and technological changes.

Agency agreements, branches, representative offices and even remote employees can lead to recognition of a permanent establishment (PE) if the criteria of independence and substance are not met.

Criteria for an independent agent and their verification

To minimize risks it is important to:

• Conclude an agency agreement taking into account the requirements for agent independence: the agent should work for multiple clients, not be corporately linked to the principal, and make decisions independently.
• Document functions and risks in international transactions to prove the absence of control by the foreign company.
• Use structuring of international operations to reduce tax risks, including multijurisdictional planning and analysis of the corporate structure.

The solution developed by COREDO for one of the European groups included a comprehensive review of all agency agreements, an audit of the corporate structure and the preparation of justifications for the tax authorities.

Cross-border services in digital business: recognition of a PE

Digital business, e-commerce and remote work (digital nomads) create new challenges for international taxation.

COREDO’s practice confirms: for IT companies and digital businesses it is critical to regularly review business processes, document the business purpose, substance and functions of each unit, and also take into account the automatic exchange of tax information (CRS), which enables tax authorities to detect hidden presence.

In practice, this means that issues of recognizing a permanent establishment require a detailed analysis of the business structure and the formalization of the functions of each participant in the process.

Recognition of a permanent establishment: practice of tax authorities and courts

Tax authorities in the EU, Asia and Africa increasingly use a comprehensive analysis: they compare data from banks, corporate registers, employee information and contracts.

In these conditions, judicial and administrative precedents that serve as support for defending the company’s position become especially significant.

Precedents for defending the company’s position

In a recent project, the COREDO team supported a client in a dispute with tax authorities over the recognition of a PE in the Czech Republic. The key arguments were:

• Documenting the preparatory and auxiliary nature of the activities.
• Demonstrating the lack of authority of local representatives to conclude transactions.
• Confirming the independence of agents through analysis of their client base and commercial autonomy.

How to avoid permanent establishment status

Proper structuring of international operations is the key to reducing tax risks and avoiding PE status. Here not only legal formalities matter, but also the real economic substance of the operations.

Choice of jurisdiction and substance in the EU, Asia, Africa

• Assess the ROI of creating substance in the chosen jurisdiction: expenses for office, personnel and compliance should correspond to the potential tax savings and risk reduction.
• choice of jurisdiction with transparent rules and predictable case law.
• Implement multijurisdictional planning and build international holding structures taking into account the requirements for substance and business purpose.

The COREDO team carried out projects to register companies in the Czech Republic, Slovakia, Cyprus, Estonia, the United Kingdom, Singapore and Dubai, where the key success factor was the combination of legal support for the business and the creation of a real presence.

How to confirm the absence of a PE: instructions

To confirm the absence of a PE it is important to:

• Keep detailed documentation for each type of activity, agency agreements and employees’ functions.
• Prepare justifications for tax authorities taking into account the substance-over-form principle.
• Implement internal control and compliance procedures for international companies, including the automatic exchange of tax information and preparation for tax audits.

Key conclusions and recommendations

Practical steps for entrepreneurs:

• Regularly analyze the corporate structure and functions of foreign subsidiaries.
• Implement internal control and compliance procedures that meet BEPS and MLI requirements.
• Prepare documentation confirming the absence of a permanent establishment, substance and business purpose.
• Evaluate the effectiveness of anti-avoidance strategies not only in terms of tax savings but also considering long-term business risks.

Entrepreneurs’ questions – FAQ

The risk of double taxation, additional assessments, fines, account freezes, loss of reputation and market access. COREDO’s practice shows that the consequences can be long-term and affect the entire group of companies.

An increase in the tax burden, the need to revise the corporate structure, difficulties with opening bank accounts and obtaining licenses, tightening of compliance.

Building substance, implementing multi‑jurisdictional planning, arranging independent agency agreements, maintaining transparent documentation.

Compare expenses for office, staff and compliance with potential tax savings and risk reduction. COREDO’s experience shows that in most cases investments pay off by preventing tax claims.

Requirements for real presence, the economic substance of operations, transparency of corporate structure, and the existence of management decisions and expenses in the jurisdiction of registration.

Maintain detailed documentation of functions, agreements, internal processes, prepare justifications for tax authorities, and perform regular audits of the corporate structure.

Differences in interpretations of permanent establishment in national legislations, the need to adapt corporate procedures, and increased requirements for compliance and internal control.

Increased transparency, easier access for tax authorities to data, greater risks with remote work and digital nomads: regular audits of business processes and updates to documentation are required.

Particular attention is paid to the location of servers, the place of decision-making, the functions of local representatives and the automatic exchange of tax information.

If there are signs of dependence or control by the foreign company, the contract may be requalified, leading to recognition of a permanent establishment. It is important to document the agent’s independence and the business purpose of the agreement.

Regular audits, implementation of compliance procedures, maintaining transparent documentation, training employees and agents, and preparing for tax audits.

Greater attention to detail: not only documents but also real business processes, expenses, management and intercompany relationships are analyzed.

Decisions in cases on PE recognition in Germany, France, the Czech Republic and Singapore, where the key arguments were substance, business purpose and agent independence.

An agent should serve multiple clients, make decisions independently, not be corporately linked to the principal, and have its own resources and risks.

The emergence of tax liabilities in the country of presence, the need to maintain reporting, the risk of double taxation, and tightening of compliance requirements.

Conduct a preliminary risk analysis, structure the business taking substance requirements into account, implement internal controls and prepare documentation for tax authorities.

Detailed agreements, documents on functions and expenses, minutes of management decisions, and justifications of business purpose and substance.

Remote work can lead to recognition of a permanent establishment if employees make key decisions or carry out commercial activities on the territory of another country – regular process audits are required.

Risk of being recognized as a PE, the emergence of taxobligations, the need to maintain reporting and to comply with local standards.

Compare the costs of compliance and structuring with potential tax risks and consequences; COREDO’s practice shows that preventive measures are always more effective than responding to claims from tax authorities.

Types of bank licenses

Types of bank licenses determine which financial operations credit institutions are allowed to carry out, and banks can operate only after obtaining one of such authorizations from the Central Bank. Each license type sets its own requirements and limits of authority for the bank, which is important to consider when launching or choosing a bank for cooperation.

Basic bank license: what is it?

In the EU and CIS countries, such a license allows carrying out classic banking operations: lending, attracting deposits, opening accounts for individuals and legal entities, as well as conducting basic settlement operations.

For example, in the Czech Republic and Slovakia this indicator starts from 5 million euros, in Estonia from 1 million euros, which makes this format attractive for startups and regional banks. Nevertheless, COREDO’s practice confirms: operation restrictions and the inability to open foreign branches significantly narrow scaling horizons. Regulation of credit institutions with a basic license is stricter, and banking supervision is stringent, especially in terms of risk management and internal audit.

The register of licensed banks in the EU is maintained by national regulators (for example, the ČNB in the Czech Republic, the FSA in Estonia), and the requirements for obtaining a license include a comprehensive review of capital structure, sources of funding and the qualifications of top management.

Benefits of a universal banking license

A universal bank license is the key to international expansion and business diversification. This type of license grants the right to carry out all types of banking operations, including investment services, issuance of securities, asset management, opening branches abroad and acquiring stakes in foreign banks.

The minimum authorized capital for a universal license is significantly higher: in the EU it starts from 5–10 million euros, in the United Kingdom from 18 million pounds sterling. The corporate structure of a credit institution becomes more complex, and the requirements for corporate governance and internal audit are stricter. COREDO’s experience has shown that strategic planning of banking activities at the licensing stage makes it possible to build in opportunities for scaling in advance, reduce costs for subsequent reorganization and increase the bank’s investment attractiveness.

For corporate clients, a universal license opens access to comprehensive financial products, international settlements and risk management tools. As part of one of COREDO’s projects for a bank in Singapore, a model was implemented that allows integrating subsidiary structures in the EU and Asia, which provided flexibility and resilience of the business to regulatory changes.

Fintech license or digital bank license

Fintech license: this is a specialized tool for companies providing electronic payment services, mobile wallets, online lending and other innovative services. In the EU, the key standard is PSD2 (Payment Services Directive 2), which regulates electronic payment systems and licensing requirements for PSP (Payment Service Providers) and EMI (Electronic Money Institutions).

Minimum authorized capital requirements for a fintech license are significantly lower than for traditional banks: for PSPs, from 125 thousand euros; for EMIs, from 350 thousand euros. The digital transformation of banks makes it possible to launch fully online banks with minimal physical presence, which is especially relevant for the markets of Asia and the EU. The COREDO team implemented digital bank licensing projects in Estonia and Singapore, where the key success factors were flexible IT infrastructure and the implementation of AI-based KYC procedures.

Thus, licensing specifics in the fintech sector are directly related to the requirements for electronic money and payment institutions, which will be discussed in more detail below.

License for electronic money and payments

Electronic money issuer license (EMI) and a payment services license (PSP) are the basis for launching modern electronic payment systems, card issuance, international transfers and mobile payments. In the EU these licenses are regulated by PSD2 and require strict adherence to AML compliance and financial monitoring standards.

A particularity of licensing is the need to build a reliable risk management system, implement Due Diligence procedures and maintain ongoing interaction with a compliance officer. COREDO’s practice confirms: the implementation of automated transaction monitoring systems allows not only to meet regulatory requirements but also to reduce operational costs.

Licenses for microfinance organizations, insurance and investment companies

Microfinance organizations (MFOs), insurance and investment companies require separate types of licenses, which are regulated by national and international standards. A license for an MFO allows providing microloans, and an insurance services license enables launching life, property and liability insurance products. Licensing of investment companies covers brokerage activities, asset management and collective investments.

Financial monitoring and capital requirements for such organizations vary by jurisdiction: for MFOs in the EU – from 50 thousand euros, for insurance companies – from 3 million euros, for investment companies: from 125 thousand to 730 thousand euros. The solution developed by COREDO for an international investment company included comprehensive preparation for due diligence procedures and internal audit, which made it possible to successfully obtain licensing in several jurisdictions at once.

Stages of obtaining a banking license

Stages of obtaining a banking license: this is a sequence of legal procedures and requirements that must be fulfilled to open a full-fledged bank. Each stage is regulated by federal legislation and includes key issues such as the size of the minimum authorized capital, document preparation, and the review of the application by the Bank of Russia.

Minimum authorized capital: how much is needed?

In the EU, a basic license requires from 1 to 5 million euros, for a universal license: from 5 to 10 million euros and above. In the UK and Singapore requirements may be even stricter, especially for banks with an international structure.

The capital structure must be transparent, with a clear definition of sources of funds and shareholders’ stakes. The investment attractiveness of banks directly depends on the quality and transparency of capital: COREDO’s practice shows that regulators pay special attention to the origin of funds, ownership structure, and the presence of strategic investors. For fintech companies and EMIs the minimum authorized capital is significantly lower, but requirements for financial stability and reserves remain high.

Registration of a credit institution and the banking register

State registration of a credit institution is the first step on the way to obtaining a license. Due diligence procedures include verification of all participants in the corporate structure, analysis of funding sources, and assessment of the management team’s qualifications. Internal audit and corporate governance become mandatory elements already at the document submission stage.

The register of licensed banks is maintained by national regulators: in the EU by national central banks, in the UK – FCA and PRA, in Singapore – MAS. A solution implemented by COREDO for a client in Estonia made it possible to accelerate state registration by digitalizing document flow and integrating internal audit procedures at early stages.

Banking license in the EU, Asia, Africa: documents and procedures

The process of obtaining a banking license in the EU, Asia and Africa differs significantly in details, but includes a number of universal stages:

• Preparation of a business plan and financial model.
• Collection of the set of founding and corporate documents.
• Confirmation of the capital structure and sources of funding.
• Development of AML and KYC policy.
• Appointment of a compliance officer and internal auditor.
• Undergoing due diligence procedures and interviews with the regulator.

In the EU special attention is paid to compliance with international licensing standards and requirements for authorized capital. In Asia the focus is on innovative technologies and digital transformation, and in Africa – on financial inclusion and resilience to risks. COREDO’s experience shows: adapting documents to the specifics of each jurisdiction can significantly reduce application review times and increase the likelihood of approval.

AML compliance and KYC: what is it?

AML compliance for banks is not only a regulatory requirement, but also a tool for protecting the business from financial and reputational risks. Implementing KYC procedures (Know Your Customer) and financial monitoring systems makes it possible to detect suspicious transactions, prevent money laundering and the financing of terrorism.

The COREDO team develops comprehensive AML policies, integrating the best international practices and automated solutions for monitoring operations. Appointing an experienced compliance officer and regularly updating due diligence procedures become mandatory conditions for successful licensing and subsequent control over the activities of credit institutions.

Types of banking licenses: comparison

Licensing of banks in the EU, Asia and Africa

Bank licensing in the EU, Asia and Africa forms the legislative and organizational basis for the functioning of the financial sector and sustainable economic development, ensuring stability, transparency and market integration. Regional specifics and current regulatory reforms – for example, the introduction of PSD2 in Europe – reflect global trends and the specific tasks of each region.

PSD2 in European banking regulation

European banking regulation is based on EU directives, including CRD IV, CRR and PSD2. PSD2 has become a driver of digital transformation for banks, opening the market to fintech companies and electronic payment systems. Requirements for authorized capital for a banking license in Europe vary depending on the type of license, and the licensing procedure includes the mandatory implementation of AML/KYC and financial monitoring.

COREDO’s practice shows that successful licensing of banks in the EU is possible only with a deep understanding of European corporatcorporate governance, internal audit and strategic planning.

Bank and fintech licensing in Asia

In Asia, licensing of banks and fintech companies is characterized by high dynamism and a focus on innovation. Regulators in Singapore, Hong Kong and Malaysia actively support the digital transformation of banks, the implementation of electronic payment systems and the development of licenses for PSPs and EMIs. Minimum capital requirements may be lower than in the EU, but oversight of credit institutions’ activities and IT infrastructure requirements are extremely strict.

Licensing of banks and MFIs in Africa

African markets are characterized by a high degree of financial inclusion and rapid growth of microfinance institutions. Licensing banks in Africa requires a special approach to financial monitoring, risk management and compliance with international standards. Licenses for MFIs and licenses for international transfers become key tools for entering markets with a large share of the population unserved by banking services.

How to obtain a banking license

Obtaining a banking license is an essential step for institutions planning to conduct banking activities on a legal basis and under state supervision. Depending on the chosen format and jurisdiction, there are different types of licenses for an international bank, which it is important to familiarize yourself with at the start of the process.

Types of licenses for an international bank

The choice of license type for an international bank depends on the business model, target markets and strategic priorities. For corporate clients and banks focused on international settlements, the optimal solution is a universal license with the ability to open branches abroad and work with non-resident banks.

Licensing and scaling the business

Licensing of credit institutions directly affects the ability to scale the business, investment attractiveness and strategic risks. Introducing new types of banking licenses allows expanding the product range, entering new markets and attracting strategic investors. The ROI from implementing a universal license can be several times higher thanks to access to international markets and diversification of revenue sources.

COREDO’s experience shows: strategic planning of banking activities at the licensing stage makes it possible to minimize risks associated with changes in regulatory requirements and to ensure sustainable business growth.

Integrating effective risk management and conducting regular audits becomes the next key step for successful licensing of a credit institution.

Risk management and audit during licensing

Internal audit of the bank, implementation of due diligence procedures and appointment of a compliance officer make it possible to identify and prevent potential violations, reduce regulatory and operational risks.

Practical tips for entrepreneurs

Practical tips for entrepreneurs: this is your tool for successfully launching and growing a business taking into account key legal and financial nuances. In this section you will find step-by-step recommendations and will examine the intricacies of obtaining a lending and payments license, processes that require special attention to detail and regulatory compliance.

How to obtain a lending and payments license

1. Assess your business model and choose the optimal type of license (basic, universal, fintech, EMI, PSP).
2. Prepare a business plan, financial model and capital structure.
3. Assemble the package of incorporation documents and verify sources of funding.
4. Develop and implement an AML/KYC policy.
5. Appoint a compliance officer and an internal auditor.
6. Undergo due diligence procedures and submit the application to the regulator.
7. Engage with regulators at all stages and respond promptly to inquiries.
8. After obtaining the license — set up financial monitoring systems and internal controls.

AML and KYC for banks with different licenses

• Implement automated KYC procedures for client identification.
• Regularly update the AML policy to reflect changes in legislation.
• Conduct internal audits and staff training.
• Use financial monitoring systems to detect suspicious transactions.

The COREDO team develops tailored AML compliance solutions taking into account the specifics of the license and the jurisdiction.

How to avoid mistakes during licensing

• Carefully analyze the regulator’s requirements in the chosen jurisdiction.
• Do not skimp on preparing documents and due diligence.
• Invest in corporate governance and internal audit.
• Use the experience and expertise of specialized consultants.

Implementing these recommendations allows not only to speed up the license acquisition process, but also to ensure the long-term sustainability of the business.

Key findings and recommendations

Licensing of credit institutions is a strategic process that determines the boundaries and opportunities of a business for years to come. The choice of license type (basic, universal, fintech, EMI, PSP, insurance, investment) depends on the business model, target markets and strategic priorities. Minimum charter capital, corporate governance structure, implementation of AML/KYC and internal audit: key factors for successful licensing.

I recommend to entrepreneurs and executives:

• Thoroughly analyze the requirements of the chosen jurisdiction and the type of license.
• Prepare a business plan and financial model with strategic goals in mind.
• Implement best practices in AML compliance and corporate governance.
• Use the expertise of professional consultants to prepare documents and support the licensing process.

Why do even experienced entrepreneurs and CFOs continue to lose millions to hidden risks despite due diligence and classic protection mechanisms? How to choose between Escrow and W&I insurance to not only close the deal but also protect the long-term interests of the business?

In this article I, Nikita Veremeev, share practical strategies for risk management in mergers and acquisitions based on COREDO’s experience in supporting M&A deals in the EU, Asia and the CIS. Here you will find not only a comparative analysis of Escrow and W&I insurance, but also concrete recommendations on deal structuring, legal risk management and choosing the optimal protection mechanism. Read the article to the end and you will get tools that really work in practice.

M&A trends in the EU, Asia and Africa

Since 2023 the M&A market in the EU and Asia has shown not only growth in deal volume but also increasing complexity of their structure. Complex deals involving multiple jurisdictions, the participation of private equity funds, and stricter disclosure requirements all bring risk management issues to the forefront. COREDO’s practice confirms: regulators in the EU and Singapore require increasingly detailed due diligence, while in Africa and the Middle East investors face unique legal and currency barriers.

The impact of jurisdiction on the choice of protection mechanism becomes key: while in the United Kingdom and Germany W&I insurance has become the standard for deals from €10 mln, in the Czech Republic and Estonia there remains a high share of Escrow accounts. Scaling M&A processes is another challenge: when closing deals simultaneously in multiple countries, unification of procedures, coordination of disclosure schedules and management of post-closing risks across different legal platforms is required.

Escrow в M&A – что это такое?

The solution developed at COREDO for cross-border deals involves using escrow agents licensed in the EU or the United Kingdom, which ensures transparency, control over funds and minimizes disputes over price adjustments.

Unlike direct warranties, Escrow does not cover all legal risks but remains in demand in jurisdictions with a limited W&I insurance market or in deals with a high share of non-obvious risks (hidden liabilities). It is important to consider: the escrow structure, the terms of fund blocking, the conditions for their release and the distribution of interest require detailed elaboration and agreement between the parties.

Escrow account in international deals – how it works

COREDO’s practice shows that in the EU and Asia opening an escrow account requires not only standard KYC but also the coordination of a package of documents, including the purchase agreement, escrow agreement, disclosure schedules and corporate resolutions. In Singapore and the United Kingdom, the escrow agent is obliged to comply with AML requirements and ensure the confidentiality of information about the parties to the deal.

Among the limitations – the impossibility of using Escrow to cover all types of post-closing risks, the difficulty of recovering funds in a dispute and differences in the regulation of escrow agents in different countries. For example, in the Czech Republic escrow accounts can only be opened in banks, while in Estonia — through licensed financial intermediaries. It is important to determine in advance the mechanism for claim settlement and the procedure for disclosing information to release funds.

Pros and cons of Escrow for the seller and the buyer

An escrow account provides the buyer with basic protection: funds do not transfer to the seller until key risks are remedied or due diligence is completed. For the seller, it is a limitation of liability and the opportunity to accelerate closing the deal by agreeing a minimum blocking period. However, hidden costs, escrow agent fees, bank charges, and legal support expenses can significantly reduce ROI, especially in small deals.

From COREDO’s experience: in a deal to acquire a fintech company in Estonia, the use of Escrow reduced reputational risks for both parties but required a separate agreement on the distribution of interest on the account and a clear procedure for adjusting the purchase price. For the seller, Escrow is a tool for managing claims work and minimizing the risk of long disputes, but not a panacea for all types of losses.

When choosing Escrow it is important to consider not only the advantages of its use but also the possibility of integrating additional risk management methods, such as W&I insurance – a tool to protect the parties to a deal from financial losses related to breaches of warranties and obligations.

W&I страхование в M&A, что это такое?

The insurance policy covers the buyer’s (or seller’s) losses in the event of warranty breaches, the discovery of hidden liabilities or errors in the disclosure schedules.

The COREDO team executed projects where W&I insurance substantially reduced negotiation time, increased the investment attractiveness of the target and minimized legal risks for both parties. Unlike Escrow, W&I covers a wide range of post-closing risks, including tax, employment, environmental and corporate liabilities.

Types of W&I insurance: buy-side and sell-side

There are two main types of W&I policies: buy-sideR&W policy (insurance for the buyer) and sell-side R&W policy (for the seller). Buy-side policy provides direct coverage of the buyer’s losses and becomes the standard for transactions involving funds and strategic investors. The sell-side policy is used less often, but allows the seller to limit their liability and increase deal transparency.

The impact of industry specifics on insurance terms is significant: for fintech and IT extended cyber-risk coverage is required, and for industrial assets: environmental liabilities. Allocation of risks between the parties, coverage limits, the deductible (excess/deductible) and the policy term are discussed individually and recorded in the insurance contract.

How to settle W&I claims

Obtaining W&I insurance requires thorough due diligence, preparation of disclosure schedules and disclosure of all material information about the target company. Insurance brokers (Lloyd’s, Howden) play a key role in negotiating coverage terms, determining limits and the deductible, and in organizing claims handling.

Claim settlement difficulties arise from insufficient disclosure, disputed interpretations of warranties or attempts to minimize losses after closing. COREDO’s practice shows: timely engagement with legal advisers, clear documentation of insurance coverage terms and transparency of disclosure schedules significantly accelerate W&I policy payouts (typically 3–6 months versus 12–18 months for Escrow).

Cost of W&I insurance for M&A

The cost of W&I insurance for M&A depends on deal size, industry, jurisdiction and the level of disclosure. On average the premium is 1–2% of the coverage amount, the deductible is 0.5–1% of the purchase price. For large transactions the ROI of W&I insurance is higher than Escrow: the insurance policy allows funds to be released immediately after closing, reduces the need for large Escrow amounts and increases company value by minimizing legal risks.

In COREDO projects for clients from the EU and Singapore W&I insurance helped optimize tax consequences, improve the financial stability of the parties and use the insurance policy as an argument when adjusting the purchase price. Performance metrics include not only direct savings on fees, but also a reduced likelihood of litigation, faster integration and increased investment attractiveness of the target.

Escrow or W&I: which to choose?

The choice between Escrow and W&I insurance is a strategic decision that affects deal structure, risk allocation and the final business valuation. Escrow provides basic protection but limits coverage to the amount in the account and does not protect against all types of post-closing risks. W&I insurance covers a wide range of liabilities, speeds up closing and minimizes long-term consequences for both parties.

Comparison of Escrow and W&I insurance

Escrow or W&I insurance when buying a business

COREDO’s practice confirms: the choice of mechanism depends on jurisdiction, deal size, industry and the parties’ structure. In the EU and the UK for transactions above €10 million W&I insurance becomes the optimal solution, especially when investment funds are involved. In Asia and Africa, where the W&I market is still developing, Escrow remains relevant but requires detailed drafting of terms and consideration of local regulatory specifics.

selection criteria include: availability of licensed insurance brokers, disclosure requirements, industry specifics, the possibility of combining mechanisms (for example, Escrow to cover non-insurable risks and W&I for key warranties). In complex cross-jurisdictional deals the COREDO team recommends using both instruments to maximize protection of the parties’ interests.

Practical tips for business

Practical tips for business not only reduce risks when concluding complex transactions, but also increase transparency and protection of all parties’ interests. Using tools such as escrow accounts and specialized insurance (W&I) becomes an important part of effective deal structuring and minimization of financial and legal risks.

How to structure a deal with Escrow and W&I

1. Conduct thorough due diligence taking into account all jurisdictions and industry specifics.
2. Identify the list of risks requiring coverage: hidden liabilities, tax, employment, environmental and corporate risks.
3. Agree on the deal structure: the size and term of the Escrow, limits and terms of W&I insurance, adjustment of the purchase price.
4. Prepare disclosure schedules and ensure transparency of information for the insurance broker and the escrow agent.
5. Implement process automation: use digital platforms to monitor fulfillment of deal conditions and control funds in the Escrow account.
6. Record in the contract the procedure for claim settlement, allocation of costs and the dispute resolution mechanism.

Typical SEO mistakes and how to avoid them

• Underestimating disclosure requirements for W&I insurance may lead to denial of payment under the policy.
• Using Escrow without a clear dispute resolution procedure delays the return of funds and reduces trust between the parties.
• Ignoring industry specifics leads to incomplete risk coverage.
• Lack of transparency in the work of the escrow agent and the insurance broker creates additional reputa
• Legal and financial risks.
• Incorrect ROI calculation – does not take into account hidden Escrow costs and tax consequences of W&I insurance.

All of the listed mistakes significantly complicate an objective assessment of the effectiveness of protection mechanisms in M&A transactions; below we will consider the main metrics for analyzing performance.

Key metrics for assessing effectiveness

• Share of covered risks (coverage ratio) compared to the total volume of liabilities.
• Timeframes for reviewing and settling claims.
• Final transaction cost including fees, insurance premiums, and tax consequences.
• ROI from using the chosen protection mechanism.
• Impact on the investment attractiveness of the target of the transaction and the financial stability of the parties.

Conclusions and recommendations

Modern M&A transactions require integrating Escrow and W&I insurance as complementary risk management tools. COREDO’s experience shows: competent legal support, process transparency, automation, and an individual approach to deal structure make it possible to minimize legal and financial risks, accelerate closing and increase the long-term value of the business.

Only in this way can you ensure strategic advantages, transparency and control at all stages of an M&A transaction – and make your business truly protected in any jurisdiction.

Offshore jurisdictions and the economic situation have undergone significant changes in recent years: some jurisdictions are losing relevance, while others are introducing new requirements for transparency and reporting. This has created a new economic environment in which businesses must take into account global reforms, changing regulation and increased scrutiny when choosing an offshore structure.

Regulation of offshore jurisdictions: global trends

Recent years have been marked by an unprecedented strengthening of control over offshore companies.

Comprehensive compliance is required: from the implementation of AML procedures to regular compliance monitoring and preparation for Due Diligence by banks and regulators.

Impact of the economy on offshore jurisdictions

Economic conditions directly affect the attractiveness of offshore zones.

A number of jurisdictions, from the BVI and Gibraltar to the UAE, have revised their tax regimes, tightened corporate transparency requirements and moved to partially open beneficial ownership registers.

Thus, new rules and trends in the offshore market highlight the importance of sound tax planning and require consideration of the international aspects of offshore taxation.

International taxation of offshore jurisdictions

Companies using offshore jurisdictions to optimize taxes face the need to take into account increasing requirements for economic substance and structural transparency.

New requirements for economic substance

In 2025, most offshore jurisdictions tightened requirements for economic presence (substance requirements).

Our experience at COREDO has shown that ignoring these requirements leads to the loss of tax benefits, account blocking and inclusion of the company in the blacklists of the EU and the OECD.

AML and KYC – what are they and how do they differ?

COREDO’s practice shows: effective implementation of corporate AML procedures requires integration of automated compliance monitoring systems, employee training and regular audits.

Financial exchange and disclosure of beneficial owners

Offshore jurisdictions: how to choose in 2025

Offshore jurisdictions continue to be a key tool for international business, especially amid the changing requirements of 2025. To choose the optimal direction, it is important to understand the differences between jurisdictions and consider their advantages and regulatory specifics. The following sections compare the best offshore zones and analyze their key characteristics.

Best offshore zones: comparison

COREDO’s practice confirms: the choice of jurisdiction should take into account not only tax rates, but also substance requirements, registry openness and sanctions restrictions.

How to choose an offshore jurisdiction

Key criteria:

• tax incentives for foreign investors
• Compliance and access to banking services
• Reputation of the jurisdiction and legalization of offshore companies
• Ability to open a corporate account and integration into international tax information exchange agreements

The COREDO team provided legal support for the registration of offshore companies for a client from the United Kingdom, ensuring the transparency of the corporate structure and preparation for international tax information exchange.

Offshore business: how to structure and manage

Offshore business today is seen as an effective tool for optimizing a company’s structure and managing it at the international level. Proper structuring allows using offshore entities for asset protection, tax optimization and achieving maximum flexibility in business management.

Offshore for international trade and holding companies

Structuring a holding company is an effective tool for tax optimization and asset protection.

COREDO’s experience shows: successful integration of offshore companies requires taking into account substance requirements, international reporting standards and compliance due diligence.

Offshore trusts for asset protection

Trust structures are a key tool for asset protection and the financial security of the business.

Using trusts allows preserving beneficiaries’ confidentiality and increasing the business’s resilience to external risks.

Corporate governance and compliance

In 2025, requirements for corporate governance in offshore jurisdictions in the EU and Asia have tightened significantly.

The COREDO team implements modern compliance procedures for clients, including automated compliance monitoring, corporate reorganization and preparation for audits under international standards.

Challenges and risks for offshore companies in 2025

Challenges and risks for offshore companies in 2025 are becoming increasingly relevant against the backdrop of global regulatory changes, tightening transparency rules and increased international pressure. New requirements for business structure, reporting and economic presence seriously affect companies’ strategies and pose complex tasks for them, especially in conditions of sanctions and reforms.

Impact of sanctions on the economy and reforms

Sanctions restrictions and global tax reforms are the main challenges for offshore structures in 2025.

COREDO’s practice confirms: timely adaptation to global reforms is the key to maintaining the effectiveness of offshore solutions.

Risks of registering an offshore company

Typical mistakes entrepreneurs make:

• Ignoring substance requirements
• Insufficient preparation for compliance due diligence
• Choosing the wrong jurisdiction
• Lack of strategic planning

The COREDO team regularly audits clients’ corporate structures, identifies risks of offshore operations in the EU and Asia, and offers risk management solutions.

Practical recommendations for business

Practical recommendations for business are more relevant than ever: under new requirements, companies face the need to quickly adapt and build sustainable processes. The following points will help prepare the business for changing standards, ensuring growth and minimizing risks.

How to prepare the business for new requirements

Step-by-step checklist from COREDO:

• Assessment of the economic feasibility of offshore solutions
• Choosing a jurisdiction taking into account tax incentives, compliance and sanctions risks
• Implementation of substance requirements: setting up an office, hiring staff, maintaining reporting
• Implementation of AML/KYC procedures and compliance monitoring
• Preparation for international tax information exchange
• Strategic planning of offshore structures and asset protection through trust mechanisms
• Interaction with banks and regulators: preparation of corporate documentaincluding opening bank accounts and undergoing due diligence

The COREDO team supports clients at all stages, ensuring the legal and financial security of the business.

Key takeaways for businesses

• In 2025 the economic situation and offshore laws require a review of corporate strategies.
• The effectiveness of offshore solutions depends on compliance with substance requirements, the transparency of the corporate structure, and the implementation of modern compliance procedures.
• The new challenges for offshore companies are not only risks but also opportunities for scaling the business, protecting assets, and optimizing taxes.
• COREDO’s practice shows: strategic planning, legal support, and adaptation to international standards are the key to long-term success amid global reforms.

If you want to prepare your business for new requirements, integrate an offshore company into international chains, and ensure financial security, the COREDO team is ready to offer solutions proven by experience and confirmed by international practice.