Registration of an aircraft is the official entry of data about the aircraft and its owner into the state aviation register, which ensures recognition of ownership rights, legitimacy of operations and access to international routes. Similarly, registration of a ship or seagoing vessel implies its record in a national or international register, confirmation of ownership rights and compliance with maritime law requirements.
In international practice, the foundation for state registration of aircraft is the Chicago Convention of 1944, which regulates identification standards, certificates of airworthiness (CoA), technical certification and integration with ICAO aviation systems. For ships, the key normative act is the United Nations Convention on the Law of the Sea (UNCLOS), which defines the status of the ship, the flag, registration of rights and transactions with it.
The role of aviation regulators — national civil aviation agencies (EASA, FAA, CAAC, GCAA, etc.) — is to control the registration procedure, issue certificates, and ensure compliance with international safety standards and technical requirements. For ships, a similar function is performed by national maritime administrations and class societies (Lloyd’s Register, DNV GL, Bureau Veritas).
The practice of COREDO confirms: despite the similarity of basic principles, the registration of aircraft and ships differs in the structure of procedures, requirements for technical certification, licensing and legal support. For example, for aircraft the integration with the aviation register and obtaining a CoA is critical, while for ships it is the issuance of ship documentation, crew licensing and compliance with international maritime law.
Registration of an aircraft: it is a crucial process that ensures the entry of an aircraft into the aviation register of a specific state, which is necessary for its legal operation. This process includes obtaining a registration mark that identifies the aircraft and is mandatory for all civil aircraft under international agreements. Below the main aspects and stages of aircraft registration will be considered.
A real COREDO case: registration of a business jet for a European charter company in the Czech Republic.
1. Document preparation
– Formalization of ownership of the aircraft, confirmation of the legality of the source of funds (KYC, AML dossier, bank statements).
– Preparation of technical documentation: manufacturer’s certificate, maintenance program, minimum equipment list (MEL).
– Agreement of the legal address of the owner and the capital structure of the owning company.
2. Submission of the application and registration in the aviation register
– The application is submitted to the national aviation register (for example, Czech Civil Aviation Authority).
– Entry of data about the aircraft, the owner, technical specifications, attaching documents.
3. Obtaining the aircraft identification registration mark
– A unique registration mark is assigned, complying with ICAO standards and national requirements.
– Application of the mark to the aircraft’s fuselage, a mandatory step controlled by aviation regulators.
4. Issuance of the Certificate of Airworthiness (CoA) and technical certification
– Conducting an inspection of the aircraft, checking compliance with technical standards, maintenance programs and the MEL.
– Obtaining the CoA, which confirms the possibility of operating the aircraft in international airspace.
5. security audit and compliance with international standards
– Integration of aircraft data into international aviation systems (ICAO, EASA).
– Verification of compliance with the Chicago Convention requirements, safety standards and technical documentation.
The solution developed by COREDO makes it possible to organize the aircraft registration procedure taking into account the nuances of each jurisdiction, minimize timeframes and ensure the legal clarity of the transaction.
The following aspects are critical for companies that own aircraft:
– Requirements for capital structure
– In Europe and Asia, disclosure of capital structure, funding sources and beneficial ownership transparency is often required.
– Implementation of AML procedures and confirmation of the legality of the source of funds is a mandatory stage.
– Aircraft registration for charter and private companies
– For charter companies, integration with a commercial air transport license and compliance with safety and insurance standards are important.
– Private owners face requirements for maintenance, crew flight training programs and long-term asset management.
– Legal support for registration
– COREDO’s practice has shown that comprehensive legal support: from document preparation to integration with international registers, is critical for minimizing risks and successfully passing inspections.
Registration of maritime vessels includes:
1. Establishing ownership rights and preparing documentation
– Proof of ownership, capital structure, legal address of the owner.
– Technical documentation, certificates confirming the vessel’s compliance with international standards (SOLAS, MARPOL).
2. Submission of an application to the national maritime registry
– Registration of the vessel in a national or international register (for example, Cyprus Ship Registry, UK Ship Register).
– Obtaining a ship number, obtaining licenses for the crew and operation.
3. Features of registration in international waters and jurisdictions of Europe, Asia, Africa
– In Europe, strict requirements for documentation, safety, and environmental standards.
– In Asia: procedural flexibility, but variations in national standards and requirements for capital structure.
– In Africa: fast registration, low cost, but limited international recognition.
4. Legal aspects of ownership and transactions involving maritime vessels
– Execution of sale, rental, and leasing agreements for vessels.
– Legal support for registration, integration with international maritime systems.
5. Licensing and registration of ship documents
– Obtaining an operating license, preparing ship documents that confirm the right to sail under a specific flag.
The COREDO team has implemented projects for the registration of maritime vessels in Cyprus, Estonia and the UAE, integrating legal and technical procedures to ensure international recognition and safety.
choice of jurisdiction for registering aircraft and ships – is a strategic decision that determines not only the legal status but also the conditions of operation, taxation and international recognition of your vessel or aircraft. Each registry offers its own set of advantages and limitations, so when choosing it is important to consider a range of criteria and the specific characteristics of different jurisdictions.
– Tax aspects
– Corporate tax rate, availability of tax incentives, transparency of the tax system.
– Legal flexibility
– Ability to structure capital, minimal requirements for authorized capital, confidentiality of owner data.
– International recognition of the registration
– Jurisdiction status in ICAO, IMO, integration with international aviation and maritime systems.
– Europe
– High level of international recognition, strict documentation requirements, lengthy registration times.
– Asia
– Procedural flexibility, tax incentives, a variety of national safety standards.
– Africa
– Fast registration, low cost, limited international recognition.
– Offshore zones
– Confidentiality, minimal taxes, simplicity of the procedure, but legal risks and limited market access.
See the next section for more details on the advantages and limitations of offshore registration.
Offshore registration of aircraft allows reducing the tax burden, simplifying the ownership procedure and ensuring beneficiary confidentiality. At the same time, COREDO’s practice shows: insufficient transparency, limited recognition of the registration and difficulties integrating into international aviation systems can become a barrier to scaling the business.
A properly chosen jurisdiction provides:
– The ability to conduct international flights without restrictions.
– Simplified obtaining of flight permits and integration with global aviation systems.
– Flexibility in managing the fleet, scaling the business and optimizing operating expenses.
| Jurisdiction | Advantages | Registration features
| Risks and limitations | |||
|---|---|---|---|
| Europe | International recognition, safety | Strict documentation requirements | High taxes, long timeframes |
| Asia | Flexibility, tax incentives | Variety of national regulations | Different safety standards |
| Africa | Fast registration, low cost | Less bureaucracy | Limited international recognition |
| Offshore zones | Confidentiality, minimal taxes | Quick and simple procedure | legal risks, limited market access |
Legal risks in vessel registration and management encompass a range of issues related to the choice of jurisdiction, the legal regime of operation, and the preparation of proper documentation. Proper registration is not just a formality but a strategic decision that directly affects safety, financial obligations, and the protection of your interests at the international level.
When analyzing the key legal risks, it becomes clear how important it is to comply with all legal requirements at every stage of a vessel’s registration and operation.
– Errors in document preparation and failure to follow registration procedures can lead to denial of ownership recognition, inability to operate the vessel, fines, and litigation.
– Non-compliance with AML/KYC requirements – asset freezes, refusal of registration, reputational risks.
– Violation of international safety standards: prohibition of international flights, revocation of certificates, insurance restrictions.
– Comprehensive legal support for registration, from document verification to integration with international registries.
– Implementation of AML/KYC procedures, verification of the legality of the source of funds.
– Conducting a preliminary technical inspection, auditing maintenance programs and MEL.
COREDO’s practice confirms: thorough document preparation, cooperation with aviation and maritime regulators, and integration with international systems are the key to minimizing legal and operational risks.
– A registered aircraft or vessel gains access to international insurance programs, lowers insurance costs, and increases asset protection.
– Registration ensures the legal clarity of the transaction, transparency of ownership, and legitimacy of operations.
– Refusal of registration, prohibition of operation, annulment of certificates.
– Financial losses, litigation, asset freezes.
– Reputational risks and restricted access to international markets.
Requirements and safety standards for vessel registration define which technical and legal rules must be followed for the legal operation of any vessel in Russian waters. Proper registration and compliance with established requirements affect not only the legality of ownership, but also navigational safety, as well as the vessel owner’s responsibility before regulatory authorities. In the following sections we will review the key aspects of technical certification and regular maintenance.
– Conducting a technical inspection of the vessel, auditing maintenance programs, compliance with manufacturer requirements.
– Implementation of an aircraft maintenance program, regular checks, updating the MEL.
– MEL – a document defining the minimally required equipment for the safe operation of an aircraft.
– Compliance with the MEL is a mandatory condition for obtaining an airworthiness certificate and permission for international flights.
– Integration with international aviation systems (ICAO, EASA), compliance with the requirements of the Chicago Convention.
– Obtaining an airworthiness certificate confirming the technical and operational safety of the aircraft.
– Conducting inspections, auditing technical documentation, checking maintenance programs.
– Interaction with national and international aviation regulators to obtain approvals and integration into the registry.
Registration of aircraft and vessels: not only a matter of ownership law, but also a crucial stage that directly affects a business’s financial burden. Registration specifics, choice of jurisdiction and applicable tax regimes determine how profitable and protected the ownership and operation of these assets will be.
– Registration in an optimal jurisdiction allows reducing the tax burden, accessing tax incentives and increasing financial profitability.
– Operating expenses, insurance costs, and maintenance expenses directly depend on the chosen jurisdiction and the quality of registration.
– ROI (Return on Investment), a key indicator of the effectiveness of registering an aircraft or vessel.
– Correct registration ensures long-term ownership, cost reduction, and increased investment attractiveness of the company.
– A transparent capital structure, disclosure of beneficiaries, and compliance with AML/KYC requirements: mandatory conditions for successful registration.
– Registration of aircraft and vessels affects corporate governance, development strategy and business scaling opportunities.
– Registration of new aircraft, integration with international systems, optimization of capital structure, fleet scaling tools.
– COREDO’s practice has shown that strategic management of the registration process makes it possible to rapidly expand the fleet, enter new markets and minimize operational risks.
Key recommendations for successful registration help avoid common mistakes, speed up the processing, and increase the chances of a positive outcome. To make the procedure as effective as possible, it is important to prepare all necessary documents in advance and pay careful attention to the details of each step.
– Documents proving ownership.
– AML/KYC dossier, confirmation of the legality of the source of funds.
– Technical documentation, maintenance program, MEL.
– Application to the aviation or maritime registry, obtaining a registration mark.
– Certificate of airworthiness (for aircraft), operating licenses (for ships).
– Documents confirming the capital structure and the owner’s legal address.
– Comprehensive registration support: from document preparation to integration with international systems.
– Audit of capital structure, implementation of AML/KYC procedures, verification of technical documentation.
– Interaction with aviation and maritime regulators, obtaining permits and certificates.
– Evaluate the tax burden, documentation requirements, and the level of international recognition.
– Analyze options for fleet scaling, integration with global systems, and obtaining insurance and financial benefits.
– Implement AML/KYC procedures, conduct audits of documents and technical inspections.
– Conclude transactions involving aircraft and ships only with legal support.
– Integrate registration with international aviation and maritime systems to ensure recognition and safety.
– Include the vessel’s data in international registers ICAO, IMO, EASA.
– Obtain certificates of airworthiness and operating licenses confirming compliance with international standards.
– Use modern technologies to optimize the registration process, automate document management, and manage risks.
Registration of aircraft and ships is not a formality but a strategic tool for international business, requiring a comprehensive approach to legal, technical and financial aspects. COREDO’s experience shows: only the integration of professional support, in-depth analysis of jurisdictions and the adoption of best international practices ensures successful registration,
TITLE: Registration of aircraft and ships – main steps
minimization of risks and the long-term effectiveness of asset ownership. By choosing professional support, entrepreneurs and executives receive not just registration but a tool for growth, protection and business scaling.
Anguilla International Business Company (IBC) is a corporate form intended for conducting international activities, investing and managing assets outside Anguilla. It is governed by the modern Anguilla Business Companies Act, which incorporates the best practices of English common law and international corporate governance.
Key provisions of the law provide for:
– *Flexibility of structure*: no restrictions on the nationality or residency of directors and shareholders.
– *High level of confidentiality*: beneficiary information is not subject to public disclosure.
– *Ability to issue various classes of shares*, including bearer shares (with certain restrictions under international transparency standards).
Unlike an LLC (Limited Liability Company), an IBC is not intended to conduct business within Anguilla and is exempt from most local taxes. COREDO’s practice shows that for international holding structures and family offices, the IBC provides the optimal combination of flexibility, confidentiality and tax efficiency.
company registration in Anguilla, a popular solution for international business due to simple procedures, absence of income taxes and flexible founder requirements. Before starting the incorporation process, it is important to review the key requirements to avoid mistakes and prepare for the next steps of registration.
Company registration in Anguilla: a process that the COREDO team supports for clients from various jurisdictions, taking into account the specifics of their business and bank requirements.
Key requirements:
– Director: at least one (may be a natural or legal person, no residency requirements).
– Shareholder: at least one, corporate or individual participation is allowed.
– Registered office and agent: mandatory; the office must be located in Anguilla, and the agent must hold the appropriate license.
– Documents: passport and proof of address for individuals; memorandum and articles of association, resolution appointing directors and shareholders, certificate of incorporation.
– Electronic signature and online registration: the ACORN system allows documents to be submitted remotely, which is especially relevant for international structures.
A COREDO case executed for an EU fintech group showed that proper preparation of the KYC file and the choice of a licensed agent make it possible to complete registration within 48–72 hours, minimizing the risk of refusal.
Anguilla: one of the few jurisdictions where the redomiciliation procedure (transfer of a company from another country) is highly transparent and formalized. For this the following are required:
– Shareholders’ resolution to change jurisdiction.
– Confirmation of the absence of legal and tax claims in the originating country.
– Set of corporate documents (articles of association, memorandum, certificate of incorporation, extract from the register).
The advantage of redomiciliation through COREDO is the preservation of corporate history and contractual obligations, which is critical for holdings managing intellectual property or international assets.
Structure and management of Anguilla IBC provide flexibility and transparency in doing business, meeting key international requirements. corporate governance is built around the duties of directors and control mechanisms that determine the resilience and legality of the company’s activities. Below are the main elements of corporate governance, including requirements for directors.
In an Anguilla IBC the minimum corporate governance requirements are:
– One director and one shareholder, both may be non-residents, individuals or legal entities.
– The possibility of using nominee directors and shareholders, a tool to increase the confidentiality of the structure. In practice COREDO confirms that nominee services are in demand among clients implementing asset protection and anonymity strategies.
– A company secretary is not mandatory, but is recommended to ensure compliance with corporate procedures and the safekeeping of documents.
Important nuance: despite the high level of confidentiality, an Anguilla IBC is required to maintain an internal register of beneficial owners, which is accessible only to the registered agent and the regulator on request.
An Anguilla IBC does not require mandatory annual meetings of shareholders or directors. All decisions can be made remotely, including:
– Holding meetings online – legitimate and widely used for managing structures with geographically distributed participants.
– Voting by proxy allows strategic decisions to be made promptly.
– Maintenance and storage of corporate documents: the obligation to keep minutes, registers and financial statements at the registered office or with a licensed agent.
The COREDO team has developed internal regulations for clients that enable the automation of electronic corporate governance and ensure compliance with international data storage standards.
Financial and tax features of an Anguilla IBC open up a range of advantages for international business, from the complete absence of corporate tax to flexibility in management structure and owner confidentiality. Anguilla’s legal framework and legislation are geared toward creating the most attractive conditions for companies operating outside the jurisdiction, which allows investors to effectively plan their financial and tax strategy.
An Anguilla IBC is not recognized as a tax resident of Anguilla provided it does not carry on business in its territory. Key tax advantages:
– The absence of corporate tax, dividend tax and capital gains tax allows profits to be effectively accumulated and reinvested.
– No currency controls – the company can freely open multi-currency accounts and conduct cross-border transactions.
– Strategic tax residency, with proper international tax planning through a holding structure in Anguilla it is possible to minimize the global tax burden.
COREDO’s practice shows that for companies managing intellectual property, investments, or international assets, an Anguilla IBC becomes a tool for long-term tax optimization.
Reporting requirements are very lenient:
– Annual reporting: filing an annual return is mandatory, but does not require disclosure of financial data.
– Audit exemption: for small companies an audit is not compulsory, which reduces administrative burden.
– Audited financial statements: required only upon reaching certain turnover thresholds or at the request of banks and counterparties.
COREDO assists clients in preparing reports in accordance with AEOI and CRS requirements, which is especially important for structures dealing with European and Asian financial institutions.
This allows minimizing administrative costs while maintaining compliance with international standards, which is important to consider when analyzing the potential limitations and risks of an Anguilla IBC.
Anguilla’s legislation establishes a number of restrictions:
– A prohibition on conducting banking, insurance and trust activities without a license; violation may result in revocation of the company’s status.
– AML compliance/CFT: An Anguilla IBC is required to implement KYC procedures, monitor transactions and retain beneficiary documentation.
– International transparency standards (AEOI, CRS): despite confidentiality, the company is required to disclose information at the request of regulators within the framework of international cooperation.
The COREDO team has implemented a comprehensive risk management system for clients, enabling timely identification and mitigation of regulatory and operational risks associated with the use of offshore structures.
Anguilla IBC, a versatile tool for building effective holding and investment structures:
– Intellectual property management: registration and Licensing of rights through an IBC allows centralizing revenues and optimizing taxation.
– Multi-currency share capital: issuance of shares in various currencies is permitted, which is convenient for international transactions and attracting investors.
– Ownership structure optimization: flexibility in issuing classes of shares (ordinary, preferred, bearer) allows adapting the structure to asset protection and corporate governance objectives.
– Comparison with other offshore jurisdictions: across a range of criteria (taxes, confidentiality, registration speed, maintenance costs) Anguilla IBC stands out favorably compared to BVI, the Cayman Islands and Belize, especially for Eur
opean and Asian clients.
An implemented COREDO case for an international group from the United Kingdom showed that using an Anguilla IBC as a holding for European and Asian assets reduced operating expenses by 30% and enhanced intellectual property protection.
Working with an Anguilla IBC: this is not only an opportunity to take advantage of the tax and legal benefits of this jurisdiction, but also a series of practical solutions that allow you to build a business flexibly and securely. In this section you will find practical advice on the key stages of working with a company in Anguilla, starting with choosing a reliable agent.
Choosing an agent is a strategically important step. Criteria:
– Holding an FSC Anguilla license.
– Experience supporting international structures.
– Competence in AML and corporate governance.
The role of the agent is not only registration, but also ensuring ongoing compliance with legal requirements, maintaining corporate documents and interacting with regulators. The solution developed at COREDO includes regular audits of agents and the implementation of a service quality control system.
The issue of information protection — and above all personal data — becomes even more important.
For maximum information protection, the following are used:
– Nominee directors and shareholders — a tool for anonymizing the structure, provided AML procedures are observed.
– Storage of corporate documents only with licensed agents, with backups and encryption.
– Legal support for the IBC — regular review of the structure for compliance with new requirements and risks.
COREDO’s experience shows that integrating electronic corporate governance and automating document storage minimize human error and increase security.
Implementation of KYC and AML procedures: a mandatory condition for working with banks and financial institutions:
– Identification and verification of beneficiaries.
– Ongoing transaction monitoring.
– Timely data updates and reporting under AEOI/CRS.
COREDO’s practice confirms: only a comprehensive approach to AML support makes it possible to avoid account blocks and claims from regulators.
An Anguilla IBC is not just an offshore company, but a strategic tool for international business structuring, asset protection, and tax optimization. Key advantages:
– Flexible structure and confidentiality.
– Minimal reporting requirements and no currency controls.
– Ability to scale and manage international assets.
When registering and maintaining an Anguilla IBC it is important to:
– Choose a licensed and experienced agent.
– Implement modern AML procedures and corporate governance.
– Regularly audit the structure and adapt it to changes in legislation.
The COREDO team is ready to offer comprehensive solutions based on deep market knowledge, current trends, and real experience in supporting international projects. This approach provides not only legitimacy and stability of the business structure, but also long-term protection of the owners’ interests.
What restrictions apply to the activities of an Anguilla IBC?
An IBC cannot carry out banking, insurance, or trust activities without a license; doing business with Anguilla residents is prohibited.
Can nominee directors and shareholders be used?
Yes, this is permitted and widely used for confidentiality, provided AML requirements are met.
What are the annual reporting requirements?
Filing an annual return is mandatory; financial statements and an audit are required only when certain turnover thresholds are exceeded or at the request of banks.
How to ensure AML/CFT compliance?
It is necessary to implement KYC procedures, maintain a register of beneficiaries, update data promptly, and cooperate with a licensed agent.
How does an Anguilla IBC differ from other offshore jurisdictions?
High speed and ease of registration, structural flexibility, absence of currency controls, minimal reporting requirements, and a high level of confidentiality.
*If you need a tailored strategy or assistance with the registration and management of an Anguilla IBC, the COREDO team is ready to offer solutions proven by international practice and adapted to your needs.*
97% of international transactions valued at over $10 million in Europe and Asia are accompanied by the preparation of a legal opinion: legal opinion. This figure, confirmed by recent studies of the European Association of Corporate Lawyers and the Asia-Pacific Institute of Financial Law, begs the question: why can businesses not afford to ignore this tool? Against the backdrop of tightening compliance, growing cross-border risks and increasingly complex financial regulation, the absence of a high-quality legal opinion turns even a promising deal into a potential threat to the stability of the business.
Entrepreneurs and executives face a number of challenges: Registration of legal entities in the EU, Asia and the CIS requires taking into account not only national but also international standards, and obtaining financial licenses and complying with AML procedures require a deep understanding of the specifics of each jurisdiction. Mistakes in assessing legal risks, poor due diligence of a counterparty, and a perfunctory approach to compliance – all of this can lead to loss of investments, litigation and account freezes.
I am convinced: a well-drafted legal opinion is not just a formality but a strategic tool for protecting and developing a business. In this article I will explain in detail what a legal opinion is, how it works in different regions, how to use it to minimize risks and drive growth, and why the COREDO team considers the preparation of legal opinions a key element of comprehensive legal support for companies. If you want to understand how to turn a legal opinion into a competitive advantage, read to the end.
A legal opinion (legal opinion) is a written document in which an independent lawyer or a team of experts formulates a professional opinion on the legal status of a company, a transaction, a financial instrument or another legally significant situation. Unlike an oral consultation, a legal opinion carries documentary weight and becomes an official part of business operations: it is used when registering legal entities, structuring cross-border transactions, obtaining licenses and opening bank accounts.
COREDO’s practice confirms: a competent legal opinion is not only an analysis of the applicable legislation, but also an in-depth legal analysis of the transaction taking into account case law, international law and compliance standards. Such a document helps reduce a company’s legal risks, make informed management decisions and confirm the bona fides of intentions before banks, investors and regulators.
A legal opinion becomes a mandatory element of Due Diligence in M&A, investments, securities issuance, and obtaining financial licenses (including crypto, forex, and payment services). Its purpose is not only to confirm the legality and transparency of a transaction, but also to identify potential legal risks, assess compliance with AML and financial regulation requirements, and provide recommendations for their mitigation.
In international practice, a legal opinion is a key tool for managing legal risks and corporate compliance. A solution developed by COREDO for one of its clients when entering the Singapore market not only helped avoid account freezes but also sped up the licensing process for payment services, thanks to a clear justification of the company’s legal status and transparency of the ownership structure.
An effective legal opinion is structured to ensure transparency and completeness of the legal analysis:
– Introduction: the purpose of the opinion is formulated, and the subject of the analysis is described (for example, registration of a legal entity, deal structuring, obtaining a license).
– Statement of facts: the underlying facts supported by documentation are set out (founding documents, corporate structure, transaction details).
– Legal analysis: a thorough examination of the applicable law, case law, and international standards is carried out, and risks and compliance aspects are analyzed.
– Conclusion: an independent legal opinion is formulated on the permissibility, legality and risks of the situation under review.
– Recommendations: specific steps are provided to minimize legal and tax risks and to bring activities into compliance with AML requirements and financial regulation.
In different jurisdictions the structure and standards of a legal opinion may differ. For example, in the EU the emphasis is placed on the analysis of case law and the conformity of corporate law with EU directives, in Asia – on checking ownership structure and beneficial owner transparency, in Africa: on assessing risks related to land and property law.
The COREDO team implemented projects where international standards (LMA, ISDA) were used to prepare legal opinions for cross-border transactions, as well as risk assessment methodologies recommended by the European Banking Association and the Asian Institute of Financial Law. Particular attention was paid to counterparty due diligence, legal review of documents, and analysis of the corporate structure’s compliance with AML requirements.
Legal opinions are classified by purpose and areas of application:
– By transactions: cross-border, financial, M&A, real estate transactions. For example, when supporting a transaction to acquire a fintech company in the EU, the COREDO team prepared a legal analysis of the deal, including an assessment of tax consequences and compliance risks, which allowed the investor to avoid hidden liabilities.
– For the registration of legal entities: in the EU, Asia, Africa. Here a legal opinion confirms the legality of the structure, the compliance of corporate governance with local legal requirements, as well as the transparency of funding sources.
– On AML requirements and financial regulation: such opinions are mandatory when obtaining licenses for cryptocurrency, banking and payment services. COREDO’s experience shows that a high-quality legal opinion on AML requirements significantly speeds up the licensing process and reduces the likelihood of rejection by regulators.
– For investors, startups, and business scaling: a legal opinion becomes a tool for assessing risks, the legal status of intellectual property, and the compliance of corporate structure with the requirements of international law.
– For counterparty assessment and compliance: a legal analysis of a counterparty (legal audit) makes it possible to identify hidden risks, check corporate history, evaluate case law and precedents, which is critical for long-term partnerships and large contracts.
In COREDO’s practice there have been cases where a legal opinion on intellectual property issues became a key factor in securing venture investments in startups, and a legal analysis of a real estate transaction in the EU revealed risks related to restrictions on foreign ownership.
Thus, a legal opinion serves not only as a tool for legal audit and risk assessment, but also ensures the transparency, legality and efficiency of the client’s business processes in various jurisdictions, preparing the client to address key strategic tasks.
Let’s proceed to consider why a legal opinion is necessary for business.
A legal opinion is not only a formal document but a strategic tool for managing legal and tax risks. In one of COREDO’s projects supporting the entry of a European company into the Singapore market, a well-prepared legal opinion made it possible to minimize tax risks, avoid double taxation and ensure that the corporate structure complied with the requirements of local law.
A legal opinion plays a key role in structuring transactions: it helps identify potential legal consequences, assess the long-term effects of corporate decisions, and integrate compliance procedures into the company’s business processes. This is especially important for companies operating in areas with heightened AML and financial regulatory requirements.
The legal opinion becomes a tool for assessing ROI (return on investment) — by analyzing legal risks, tax consequences and the likelihood of litigation, a business gains the ability to make informed strategic decisions. COREDO’s practice confirms: integrating a legal opinion into corporate governance processes allows not only to protect the business from external threats but also to create conditions for sustainable international growth.
Thus, a legal opinion becomes an important factor influencing the success of international projects and requires taking into account the specifics of legal systems in different regions.
Each region imposes its own requirements on the structure, content and formatting of a legal opinion. In the EU the emphasis is placed on
analysis of the compliance of corporate law with EU directives, consideration of the case law of the European Court and compliance with antitrust legislation. When registering companies and supporting transactions in the EU, a legal opinion should include a legal assessment of transactions, analysis of the corporate structure, evaluation of tax consequences and a compliance check.
In Asia, especially in Singapore and Hong Kong, transparency of ownership structure, compliance with AML requirements and financial regulation, as well as analysis of risks related to cross-border transactions, become of key importance. A solution developed at COREDO for a client in the payment services sector made it possible to take into account the specifics of local regulation and reduce the time required to obtain a license.
In Africa, a legal opinion on real estate transactions requires special attention to land and property law issues, as well as consideration of regional peculiarities of corporate legislation and case law. The COREDO team has successfully implemented projects supporting real estate transactions in South Africa and Kenya, where the legal opinion included an analysis of the legal status of properties, screening for restrictions on foreign investors and an assessment of litigation risks.
Practical experience shows: choice of jurisdiction and the preparation of a legal opinion for international transactions requires a deep understanding of local legislation, case law and standards for preparing a legal opinion.
The quality of a legal opinion is determined by several key criteria:
– Professionalism and experience of lawyers: presence of expertise in corporate law, financial regulation, AML and international transactions.
– Completeness and depth of analysis: a legal opinion should cover all relevant aspects – from the company’s legal status to the assessment of tax and litigation risks.
– Compliance with standards: the document must meet the requirements of the jurisdiction, take into account international standards (for example, LMA, ISDA), and be current at the time of preparation.
– Independence of opinion: objectivity and absence of conflicts of interest are important, especially when preparing an opinion for investors or banks.
– Verification of AML and financial regulatory compliance: the legal opinion should include an analysis of compliance procedures, an assessment of money laundering risks and recommendations for their minimization.
COREDO employs modern technologies in the preparation and review of legal opinions: automated document analysis systems, databases of case law, tools for evaluating corporate structures and due diligence of counterparties are used. This allows ensuring high quality, transparency and timely updating of opinions.
The absence or poor quality of a legal opinion leads to significant risks: refusal to register a company, account freezes, litigation, fines for violations of AML requirements. An independent legal opinion becomes a guarantee of reliability for investors, banks and regulators.
Preparation of a legal opinion requires a clear algorithm:
1. Data collection: all relevant documents are analyzed – incorporation, corporate, contractual, financial.
2. Legal analysis: an in-depth review of applicable legislation, case law, and international standards is carried out.
3. Opinion formulation: an independent legal opinion is developed with risk assessment, recommendations, and conclusions.
4. Review and approval: the document undergoes internal audit, is agreed with the client, and, if necessary, revised.
5. Updating: in the event of changes in legislation, it is recommended to regularly update legal opinions.
For entrepreneurs and managers, it is important to establish transparent interaction with lawyers: clearly articulate goals, provide a complete package of documents, discuss key risks and expectations. COREDO’s experience shows: the integration of legal opinion into corporate governance and compliance processes allows not only speeding up company registration, account opening and obtaining licenses, but also increasing the investment attractiveness of the business.
It is recommended to use legal opinions not only for one-off transactions but also as a tool for strategic management – when scaling the business, entering new markets, structuring holding companies. Regular updating and quality control of opinions become the key to resilience and long-term success.
– A legal opinion is a key tool for protecting a business, minimizing risks and increasing trust from investors, banks and regulators.
– To effectively use a legal opinion, it is important to choose experienced lawyers, ensure the completeness and independence of the analysis, and integrate opinions into corporate governance processes.
– Use a legal opinion for company registration, obtaining licenses, supporting transactions, assessing tax and litigation risks, and managing corporate compliance.
– Regularly update and review legal opinions taking into account changes in legislation, case law and AML requirements.
– Comprehensive legal support for companies in an international environment requires a strategic approach – the COREDO team is ready to offer solutions based on deep expertise and practical experience.
| Parameter | EU | Asia (Singapore, Hong Kong) | Africa (South Africa, Kenya) |
|————————-|————————————–|————————————-|————————————|
| Main requirements | Analysis of corporate law, EU directives, case law, antitrust legislation | Transparency of structure, AML, financial regulation, beneficial ownership analysis | Land and property law, restrictions for foreigners, case law |
| Documentation standards | LMA, ISDA, national standards | International and local standards | National standards, consideration of regional specifics |
| Key risks | Tax implications, compliance, antitrust restrictions | Account freezes, license refusal, AML non-compliance | Ownership restrictions, instability of case law |
| Specifics | Multilevel due diligence, emphasis on corporate governance | Rapid licensing, emphasis on transparency | Verification of legal status of property, assessment of litigation risks |
What is a legal opinion and why does a business need it?
A legal opinion is a written legal statement that confirms the legality and transparency of a transaction, structure or asset, reducing risks and increasing trust from investors, banks and regulators.
How does a legal opinion help reduce risks in international transactions?
It identifies legal, tax and compliance risks, offers recommendations to minimize them, and ensures compliance with AML requirements and financial regulation.
What key elements should a legal opinion for investors contain?
Analysis of legal status, assessment of legal and tax risks, recommendations on deal structure, confirmation of compliance with legal requirements.
What is the difference between an oral consultation and a written legal opinion?
An oral consultation has no documentary force, whereas a legal opinion becomes an official document used in business transactions.
How does a legal opinion affect strategic decision-making in a company?
It enables informed decisions, minimizes risks, enhances investment attractiveness, and ensures the long-term sustainability of the business.
What legal risks can be identified by a legal opinion?
Risks of legal violations, tax liabilities, litigation claims, and non-compliance with AML and compliance requirements.
How does a legal opinion help comply with AML requirements?
It analyzes ownership structure, sources of funding, due diligence processes, and offers recommendations to bring activities into compliance with AML legislation.
What standards and methodologies are applied when preparing a legal opinion?
International standards (LMA, ISDA), national laws, case law, risk assessment methodologies and due diligence.
How to assess the quality and reliability of a legal opinion?
The professionalism of lawyers, completeness and independence of the analysis, timeliness, compliance with standards, and presence of recommendations for risk minimization.
What specific features does a legal opinion have for transactions in the EU, Asia and Africa?
In the EU, the emphasis is on corporate law and case law, in Asia: on AML and
transparency, in Africa: on property rights and regional risks.
In 2025 the global iGaming and gambling market continues to grow at double-digit rates, and the volume of bets in the online segment alone has exceeded $100 billion: and this is only the official data from the largest regulators. At the same time, behind these impressive figures lies another reality: according to estimates by European and Asian research centers, up to 40% of online operators face legal and financial restrictions due to the absence of a proper gambling license or non-compliance with iGaming regulations.
Why are leading entrepreneurs and investors, despite the availability of “quick” solutions, increasingly choosing complex and costly licenses such as the Malta Gaming Authority (MGA) license? What impact do new compliance frameworks, AML/KYC and player protection requirements have on the strategy for entering the markets of Europe, Asia and Africa? And most importantly: how can licensing-related risks be minimized and long-term business growth ensured amid tightening regulation?
These questions are asked every day by owners and top managers who turn to COREDO for practical solutions. In this article I will analyze key concepts in detail, compare the main jurisdictions, outline compliance requirements and share strategies that the COREDO team successfully implements for clients in the EU, Asia and the CIS. If you want not just to obtain a license but to build a sustainable international business, read to the end: you will find answers to the most pressing questions, backed by real experience and industry best practices.
Gaming license and gambling license: these are official permits issued by the regulatory authority of a given jurisdiction to conduct activities in the field of gambling and iGaming. Without a valid license it is impossible to operate legally in most markets: the absence of a license leads to payment blocking, restricted access to players and the risk of criminal liability.
In COREDO practice we clearly distinguish licenses by business model:
– B2C gaming license – for operators dealing with end players (online casinos, sports betting, lotteries, poker rooms).
– B2B gaming license: for companies providing services to other operators (software developers, aggregators, platform providers, payment services).
Classification by license types is also important, especially in the EU. For example, the Malta Gaming Authority issues licenses of four types:
– Type 1 gaming license (MGA) – games based on a random number generator (casinos, lotteries).
– Type 2 gaming license (MGA) – fixed-odds event betting (sports betting).
– Type 3 gaming license (MGA) – peer-to-peer (poker, bingo).
– Type 4 gaming license (MGA), B2B, critical suppliers of gaming software.
There are also remote gambling licenses, interactive gaming licenses, licenses for white-label operators, game developers, platforms and even for affiliate marketing. This approach allows flexible business structuring and tax optimization.
Over the years, the COREDO team has implemented projects in key jurisdictions: Malta, Curacao, Anjouan (Comoros), as well as in a number of countries in Europe, Asia and Africa. The choice of region directly affects the entry cost, compliance requirements, market access and investment attractiveness.
| Jurisdiction | Compliance | Cost and timing | Taxes and reporting | registration requirements | Crypto/innovation | Reputation/Market access |
|---|---|---|---|---|---|---|
| Malta (MGA) | Very high | €40-100k, 6-12 months | 5-35%, strict reporting | Local company, office, staff | Limited | Maximum (EU, UK, Asia) |
| Curacao | Medium | $18-30k, 2-3 months | 0-2%, simplified reporting | Local company, minimum requirements | Crypto-friendly | Medium (restrictions in the EU) |
| Anjouan (Comoros) | Low | $20-25k, 2-4 weeks | 0%, minimal requirements | No local company required | Full support | New, growing |
| United Kingdom (UKGC) | Very high | £50-150k, 9-18 months | 15-21%, complex reporting | Local company, staff | Limited | Maximum |
| Estonia, Slovakia | High | €25-50k, 3-6 months | 5-20%, reporting | Local company | Crypto-friendly (limited) | High (EU) |
| Asia (Philippines, Singapore) | Medium-High | $30-100k, 2-6 months | 5-30%, reporting | Local company | Crypto/innovation | Fast access to Asian markets |
| Africa (Kenya, South Africa) | Medium | $10-30k, 2-6 months | 5-30%, reporting | Local company | Crypto-friendly | Growing market |
Malta Gaming Authority, a recognized industry leader whose compliance standards have become a benchmark for the EU and the UK. The MGA license requires:
– Strict AML/KYC: mandatory player verification, transaction monitoring, implementation of anti-fraud and transaction monitoring systems.
– Responsible gaming: implementation of tools for player protection, limits, self-exclusion, session timers.
– Regular audits: annual checks of financial reporting, technical systems, and KYC/AML procedures.
– High cost: total expenses for obtaining and maintaining an MGA license reach €100 000+ in the first year, and the process takes up to 12 months.
– Benefits: maximum access to EU markets, a high level of trust from banks, payment providers and partners.
Solutions developed by COREDO for clients include comprehensive business plan preparation, implementation of a compliance framework, setup of Due Diligence processes and preparation for the MGA audit. This approach allows not only obtaining the license, but also building a sustainable business model for scaling in Europe.
Due to strict regulation and a high level of trust, choosing an MGA license becomes an optimal solution for scaling in the EU market: next we will consider the advantages and limitations of the Curacao gaming license.
The Curacao gaming license has traditionally been considered a “fast” and inexpensive alternative for starting an iGaming business. Among the advantages:
– Simplicity and speed: the licensing process takes 2-3 months, and the document package is minimal.
– Low costs: license cost from $18 000, tax burden minimal (0-2%).
– Crypto-friendliness: support for cryptocurrency payments, flexibility for innovative products.
However, COREDO’s experience shows that since 2024 a reform is underway in Curacao: the Curaçao Gaming Authority (CGA) has been created, AML requirements/KYC are being strengthened, and regular audits are being introduced. This increases trust in the license but requires more serious preparation of the compliance framework.
Among the limitations are limited access to EU and UK markets, risks of payment blocking, and the need for constant monitoring of legislative changes.
The Anjouan gaming license (Comoros) is a relatively new product that the COREDO team successfully implements for clients focused on rapid scaling and working with cryptocurrencies.
– Speed and simplicity: obtaining the license takes 2-4 weeks, and there is no requirement to register a local company.
– Crypto-friendly: support for all modern payment solutions, including stablecoins and DeFi.
– Minimal audit and compliance requirements: basic AML/KYC procedures, flexibility in choosing software and partners.
– Risks: since the license is still gaining reputation, there may be restrictions from certain payment providers and partners.
For COREDO clients, the Anjouan license often becomes an optimal solution for testing new markets, launching white-label platforms and B2B services.
Thanks to these features, the Anjouan license allows you to quickly launch projects and test a business model with minimal legal barriers.
Next, we will look at the key regulatory requirements and the specifics of their application in iGaming.
Modern iGaming business is impossible without a comprehensive approach to gambling compliance. International standards require implementation of:
– AML for gambling operators: automated systems for detecting suspicious transactions, regular staff training, integration with international databases.
– KYC for iGaming: multi-level player verification, use of biometrics, integration with data providers to verify sources of funds.
– Responsible gaming and player protection: implementation of self-control tools, limits, and responsible gambling support.
– Fraud prevention and transaction monitoring: use of AI and big data to analyze anomalies, block fraud schemes, integration with anti-fraud systems.
– Data privacy (GDPR, CCPA): personal data protection, implementation of proce
dures for requests to delete and restrict data processing.
COREDO’s practice confirms: integrating a compliance framework at the licensing stage significantly reduces the risks of fines and blocks, and increases trust from banks and investors.
Working with players from different jurisdictions requires flexibility and a deep knowledge of local laws. At COREDO we recommend:
– Use multi-level verification tools (ID verification, proof of address, biometric checks).
– Implement automated transaction monitoring systems taking into account regional specifics.
– Conduct regular updates of compliance procedures in accordance with changes in international standards (FATF, EU 5AMLD, APG).
– Assess risks of cross-border licensing and multi-jurisdictional compliance through independent audit.
Real case: for one of COREDO’s clients operating in the EU and Southeast Asian markets, a flexible KYC procedure configuration system was implemented depending on the player’s country, which reduced the number of false positives and sped up onboarding.
Submitting an application for a gaming/gambling license is a complex process that requires strategic planning and a clear document structure. COREDO’s experience shows that success depends on the following factors:
– Business plan: a detailed description of the business model, cash flows, marketing strategy, compliance framework.
– Documents: incorporation documents, information about beneficial owners, corporate governance, proof of sources of funds.
– Due diligence: disclosure of ownership structure, verification of the integrity and suitability of key persons, preparation for background checks.
– Risk assessment: analysis of potential risks, implementation of procedures to mitigate them.
– License renewal and maintenance: regular license renewal, preparation for audits, maintaining compliance with new requirements.
The COREDO team supports clients at all stages, from application preparation to passing audits and interacting with regulators.
| Jurisdiction | Cost (USD/EUR) | Processing time |
|---|---|---|
| Malta (MGA) | €40,000–100,000+ | 6–12 months |
| Curacao | $18,000–30,000 | 2–3 months |
| Anjouan | $20,000–25,000 | 2–4 weeks |
| UKGC | £50,000–150,000 | 9–18 months |
| Asia | $30,000–100,000 | 2–6 months |
| Africa | $10,000–30,000 | 2–6 months |
This information allows an objective assessment of the budget and timeline for entering the chosen market, as well as planning the financial and operational model.
COREDO’s experience shows that the criteria for choosing a jurisdiction depend on:
– Target market: EU, Asia, Africa, different license requirements and compliance.
– Regulatory requirements: level of oversight, frequency of audits, corporate governance requirements.
– Costs and taxes: direct impact on ROI and investment attractiveness.
– Capabilities to work with cryptocurrencies and innovations: critical for modern iGaming operators.
– License reputation: affects access to payment providers, banks, and partners.
For company registration in the EU, local directors, an office, and full disclosure of beneficiaries are required. In Asia and Africa a more flexible structure may be possible; on the other hand, requirements for due diligence and AML/KYC are no less stringent.
Thus, a careful choice of jurisdiction becomes the foundation for implementing new technological solutions and competitive advantages for operators.
The modern iGaming business is inconceivable without the implementation of technologies:
– Artificial Intelligence for fraud detection: automation of transaction monitoring, anomaly detection, fraud prevention.
– Big Data analytics for player behavior: analysis of gaming patterns, risk forecasting, personalization of responsible gaming tools.
– Blockchain for provably fair gaming: transparency of algorithms, protection against manipulation, automation of payouts.
– Cloud hosting for gambling platforms: scalability, fault tolerance, compliance with data privacy requirements (GDPR, CCPA).
– Integration of monitoring and reporting systems: automation of the audit trail, fulfillment of reporting obligations to regulators.
In COREDO’s practice, implementing such solutions not only ensures compliance with requirements but also creates competitive advantages in the market.
– Choice of license: base it on your business model (B2C, B2B, white label), target market and compliance requirements. Do not rely solely on cost: it’s important to consider long-term risks and scaling opportunities.
– AML/KYC and responsible gaming: integrate automated systems, update procedures regularly, invest in staff training.
– Audit readiness: maintain a complete set of documents, implement internal control systems, conduct an independent audit of the compliance framework.
– Risk minimization and tax optimization: use a multi-level company structure, diversify licenses, monitor changes in tax and regulatory legislation.
– Technology: invest in AI, big data, blockchain and cloud services to improve security, compliance efficiency and player data protection.
– Marketing and reputation: comply with advertising restrictions, work with industry associations, implement crisis management strategies to protect the brand.
Licensing: the foundation of a legal and successful iGaming business. The choice of jurisdiction, a well-designed compliance framework and the adoption of modern technologies become decisive factors for entering new markets, attracting investment and long-term growth. The practice of COREDO confirms: only a comprehensive approach, based on deep knowledge, experience and strategic planning, allows not only to obtain a gambling license, but also to build a sustainable international business in conditions of rapidly changing iGaming regulation.
If you strive for transparency, security and development: choose professional support and approach the choice of license carefully. The COREDO team is ready to become your reliable partner on this path.
In the world of international business, where the speed of decision-making and the flexibility of corporate structures become decisive competitive advantages, the statistics speak for themselves: over the past five years the number of foreign companies registered in New Zealand has grown by more than 40%. Why do so many entrepreneurs choose this jurisdiction? The reason lies not only in transparency and reputation, but also in the unique opportunities provided by a New Zealand Limited Liability Company (LLC).
In an environment of tightening global requirements for compliance, tax transparency and disclosure of beneficial owners, executives face a number of challenges: complex registration procedures, the need to comply with AML standards, and the search for a reliable partner to support the business. How can you avoid mistakes, accelerate the process and obtain maximum advantages from registering a company in New Zealand?
In this article I share a practical guide to Company Registration in New Zealand, reveal the strategic nuances of creating and managing an LLC, and demonstrate how the solutions developed by COREDO help entrepreneurs not only register a business but also build sustainable international companies. Read the article to the end — here you will find not only answers to key questions but also tools to achieve your business goals.
New Zealand Limited Liability Company is a flexible corporate form that combines the benefits of limited liability, a transparent management structure and a strong reputation in international markets. Unlike a sole trader or partnership, an LLC separates the personal assets of members from the company’s obligations: shareholders’ liability is limited to the amount of their contribution, and the risks for directors are clearly regulated by corporate law.
COREDO’s team has implemented dozens of New Zealand Company Formation projects for clients from Europe, Asia and the CIS, and COREDO’s practice confirms: choosing an LLC is optimal for those seeking a balance between asset protection, management flexibility and the ability to scale the business. Key advantages:
– Limited liability: shareholders are not personally liable for the company’s debts.
– Transparent corporate governance: a clear allocation of roles between directors and shareholders, the possibility of implementing effective control systems.
– Possibility of foreign ownership: the legislation allows 100% foreign participation, which is critically important for international structures.
– Ease of share transfer: LLC shares can be freely transferred between members, which facilitates investment transactions and restructuring.
– High level of trust: New Zealand companies are recognized as reliable partners in the banking and investment sectors.
COREDO’s clients note that it is precisely the combination of Shareholder Liability, clear Director Responsibilities and transparent Company Governance that makes it possible to build long-term development strategies while minimizing legal and financial risks.
The step-by-step registration of a Limited Liability Company in New Zealand involves a series of sequential actions that enable the legal formalization of a business and ensure its compliance with local law. Each stage has its own specifics – from choosing a name to obtaining a business number and preparing constitutional documents, which is important to consider for a successful company start in this jurisdiction.
How to reserve a company name
The first stage of the LLC Registration Process is choosing and reserving a unique name through the NZ Companies Office Registration online system. The name must be available, not infringe trademarks, and comply with legal requirements. A reservation is valid for 20 working days, which gives time to prepare the documents.
COREDO’s practice has shown that preliminary checks for matches and legal risks significantly speed up the process. We recommend using official search tools and considering the future brand strategy when choosing a name.
As part of Company Registration in New Zealand, it is necessary to provide details about directors and shareholders: full name, address, date of birth, tax number. For non-residents, proof of identity and address is required, as well as disclosure of beneficial owners (Beneficial Ownership Disclosure).
COREDO solutions allow automating the collection and verification of data, ensuring compliance with AML and KYC requirements. It is important to remember: the minimum requirements are one director (may be a non-resident), one shareholder, and no citizenship restrictions.
The next step is preparing the Company Constitution, allocating shares, and specifying the Registered Office and Address for Service. The constitutional documents are filed online through the NZ Companies Office, which significantly shortens timelines and reduces the risk of errors.
The COREDO team uses standardized templates and verification tools, allowing clients to avoid common legal mistakes and obtain maximum protection of interests when allocating shares.
After submitting the documents, it is necessary to obtain consent from all directors and shareholders. The forms are signed electronically and returned within 20 working days. Failure to meet deadlines may lead to the application being rejected.
COREDO practice confirms: timely notification of participants and automation of document workflow allow completing the stage without delays.
After document review, the NZ Companies Office issues a Certificate of Incorporation, the official document confirming the company’s creation. The processing time usually takes 1-3 working days. Company information is published in the public register, which ensures transparency and trust from partners and banks.
The solution developed by COREDO allows clients to receive certificates electronically and integrate them into corporate processes.
Thanks to this process, company formation in New Zealand becomes as transparent and convenient as possible for international business, which brings us to the key advantages of an LLC in the country.
Choosing a New Zealand Limited Liability Company opens up a number of strategic opportunities for international entrepreneurs:
– Limited liability of members: protection of shareholders’ personal assets.
– Transparency and international reputation: New Zealand companies enjoy the trust of banks, investors, and regulators worldwide.
– tax benefits: corporate rate, 28%, no capital gains tax, possibility to optimize through international agreements.
– Ease of doing business: minimal reporting requirements, no mandatory audit for small companies, flexible management procedures.
– Access to Asia and Oceania markets: New Zealand is a strategic hub for expansion into fast-growing regions.
COREDO’s experience shows that the benefits of an LLC in New Zealand are especially valuable for companies focused on business expansion and integration into global supply chains. Clients note the ease of interaction with regulators and the high speed of processing corporate requests.
Companies are required to keep accounting records in accordance with NZ GAAP (Generally Accepted Accounting Principles). For small companies simplified requirements apply: financial statements may be prepared without a mandatory audit if turnover and assets do not exceed the prescribed limits.
Key requirements:
– Annual filing of Annual Returns through the online system.
– Tax registration: obtaining a tax number, GST registration for turnover exceeding 60 000 NZD.
– Corporate Tax Rate: 28%, ability to use tax incentives and double taxation agreements.
– Small Company Exemptions: exemption from audit for companies not exceeding the threshold values for turnover and assets.
The COREDO team supports clients at all stages of tax compliance and financial reporting preparation, using modern financial management tools to automate processes and minimize errors.
Questions about costs and timelines are among the most common from our clients. Here are the current details:
| Registration stage | Timeframe | Cost (NZD) | Comments |
|———————————-|—————-|————————–|———————————-|
|
Name reservation | 1 business day | Included in the registration fee | Valid for 20 business days |
| Submission of documents and registration | 1-3 business days| 118,74 + GST | Paid via Companies Office |
| Signing of consent forms | Up to 20 business days | Free | Required to complete the registration |
| Receiving the certificate | 1 business day | Free | Electronic certificate |
COREDO solutions help optimize costs and accelerate the process by automating document submission and integrating with online systems.
Directors bear personal responsibility for compliance with the law, maintaining corporate reporting and disclosing information about beneficial owners (Beneficial Ownership Disclosure). Violations of the requirements may result in fines and disqualification.
Best practices applied at COREDO:
– Implementation of internal control systems and regular compliance audits.
– Development of transparent Shareholder Agreements and clear allocation of roles.
– Use of Risk Management Strategies to minimize legal and financial risks.
COREDO’s experience shows: timely informing directors about new requirements and automation of processes in management reduce the likelihood of errors and ensure business resilience.
RealMe Login: a government identification system that allows companies to register online quickly and securely. With RealMe you can:
– Reserve a name and file documents through the NZ Companies Office.
– Access corporate services and manage company data.
– Sign electronic consent forms and receive registration status notifications.
COREDO’s practice confirms that using RealMe significantly shortens timelines and reduces administrative costs, especially for foreign entrepreneurs.
company registration in New Zealand opens up broad opportunities for business expansion and entry into the markets of Asia and Oceania. LLC, an optimal platform for attracting investment, concluding international contracts and integrating into global supply chains.
COREDO clients use the jurisdiction’s business scalability and investment advantages to:
– Establishing branches and subsidiaries in other countries.
– Attracting venture capital and strategic partners.
– Participating in government tenders and international projects.
COREDO’s solutions allow building scalable structures and integrating financial and legal instruments to support business growth.
Based on COREDO’s many years of experience, I recommend:
– Choose the company name carefully and check it for compliance with requirements.
– Prepare a complete set of documents, taking into account requirements for non-residents.
– Use online systems and RealMe to speed up the registration process.
– Implement internal control systems and regularly update corporate policies.
– Engage professional partners to support the business, especially on compliance and tax optimization matters.
– Monitor changes in legislation and adapt corporate procedures in a timely manner.
COREDO’s practice shows: a comprehensive approach to Company Formation Services, compliance with Legal Requirements and effective risk management are the key to successful business development in New Zealand. Reliability, transparency and professional support at every stage – the values we provide to our clients every day.
Each year entrepreneurs and chief financial officers face new challenges: increasing tax burden, more complex compliance, requirements for beneficiary transparency, and restrictions on cross-border payments. In these conditions, strategic structuring of business through an IBC becomes not just an optimization tool, but a necessary element for survival and growth in the global market.
It is a universal legal form created for conducting international activities outside the country of incorporation. An IBC is not just an offshore company, but a flexible instrument of international corporate governance, enabling tax planning, asset protection, holding structuring and building multi-jurisdictional structures. Unlike LLC, Ltd or LP, an IBC is focused on foreign economic activity, is not limited to national markets and provides owners with limited liability as well as a high level of corporate flexibility.
In practice, the COREDO team regularly helps entrepreneurs, investors, exporters and intellectual property owners use IBCs for international trade, patent management, financial engineering and building holding structures. This approach allows not only optimizing taxation but also ensuring effective risk management, asset protection and access to global markets.
If you are looking for a strategic tool to scale your business, increase transparency and reduce fiscal risks: I recommend reading this material to the end. Here you will find not only an overview of current jurisdictions for IBC, but also practical recommendations based on COREDO’s experience and best international practices.
choosing a jurisdiction for registering an IBC is a strategic decision that affects tax burden, access to financial services, asset protection level and the business’s reputation. In recent years COREDO’s practice shows that entrepreneurs increasingly evaluate not only tax rates but also parameters such as economic substance requirements, beneficiary ownership transparency and resilience to international sanctions.
| Jurisdiction | Corporate tax | Economic substance | Registration time | Features | Suitable for |
|---|---|---|---|---|---|
| British Virgin Islands | 0% | Yes | 2–5 days | International holdings | Holdings, investments |
| Cayman Islands | 0% | Yes | 3–7 days | financial services, funds | Funds, investments |
| Seychelles | 0% | Yes | 1–3 days | Confidentiality | Trade, services |
| Belize | 0% | Yes | 3–5 days | Ease of registration | Trade, services |
| Mauritius | 3–15% | Yes | 10–14 days | Access to Africa | Finance, investments |
| Panama | 0% (foreign) | Yes | 7–10 days | Logistics, trade | Trade, services |
| Malta | 5–35% (with refund) | Yes | 10–14 days | iGaming, finance | Finance, Licensing |
| UAE (Dubai, Abu Dhabi) | 9% (exceptions) | Yes | 3–7 days | Infrastructure, free zones | Trade, services, IT |
| Singapore | 17% (incentives) | Yes | 1–3 days | Reputation, banking | Trade, holdings, IT |
| Hong Kong | 16.5% | Yes | 7–10 days | Access to Asia | Trade, investments |
The solution developed at COREDO always begins with an analysis of your business goals and risk assessment: for example, registering an IBC in Belize remains in demand for trading and service companies, while Singapore and Hong Kong are suited for high-tech holdings and international trade. Special attention is paid to economic substance requirements for IBCs in 2025: without a real office and employees a company will not be able to claim tax benefitsgoths and access to banking services.
IBC is not only a tool for tax optimization, but also a powerful mechanism for asset protection, risk management and business scaling. At the same time, the effectiveness of using an international business company directly depends on the proper choice of jurisdiction, compliance and understanding of limitations.
In modern conditions, registering an IBC is only the first step. A key success factor is competent legal support, implementation of effective compliance procedures and constant monitoring of legislative changes.
Thus, comprehensive corporate services include not only the implementation of compliance standards, but also a clear organization of each stage of company support: next we will consider practical steps for registration and servicing of an IBC.
Thus, the IBC registration process includes a number of stages, the completion of which makes it possible to ensure compliance with the requirements of the chosen jurisdiction and prepare the company for full operation. Next we will examine the features of registering and operating an IBC in the EU, Asia and Africa.
The geography of IBC registration directly affects reputation, market access and business operation requirements. COREDO’s experience covers dozens of jurisdictions, and we are ready to share key insights.
We will take a closer look at how European countries combine a high level of trust with favorable conditions for taxof planning and conducting international business.
Malta, Cyprus and Ireland are examples of jurisdictions that combine favorable tax regimes with a high level of reputation. Special attention is paid here to economic substance: the presence of an office, employees and managerial decisions on the country’s territory. The influence of EU directives (DAC6, ATAD) strengthens transparency requirements, and banks require enhanced compliance and proof of sources of funds. For IBCs in the EU, strict reporting and audit standards are characteristic, as well as mandatory participation in international agreements on the exchange of tax information.
Singapore, Hong Kong and the UAE: leaders among Asian jurisdictions for IBCs. Reputation, developed banking infrastructure and flexibility of corporate law are valued here. Residency requirements for directors and shareholders vary: for example, Singapore requires at least one resident director, while in the UAE an office in a free zone is needed. Digital corporate management tools (electronic registers, online banking, compliance automation) are becoming the standard. COREDO’s solutions for clients in Asia include support for digital KYC procedures and integration with international payment systems.
Mauritius and the Seychelles are popular entry points to African markets. Ease of registration and flexible substance requirements make them attractive for financial and trading companies. At the same time, local legislation is rapidly changing under pressure from the FATF and international organizations, which requires constant monitoring of compliance and banking procedures. COREDO’s experience shows that for successful operations in Africa it is critical to choose partners with deep knowledge of local realities and international standards.
In the current environment an IBC is not just an offshore company but a strategic tool for international business that requires a professional approach, deep market understanding and ongoing improvement of compliance processes. COREDO’s solutions not only minimize risks but also help fully unlock the potential of your international business company.
The classification of pension services and schemes helps to understand the variety of approaches and instruments used to provide citizens with financial support in retirement. Different typologies of pension schemes reflect the specifics of their design, funding and payment, which is important to consider when choosing the optimal model or product.
In international practice pension services are represented by a wide range of schemes, each of which has its own legal, financial and managerial features. The classic classification includes:
An important distinction – funded vs. unfunded pension plans.
| Type of pension scheme | Main characteristics | Example jurisdictions | Regulatory features |
|---|---|---|---|
| Defined Benefit (DB) | Fixed payment, employer obligations | EU, USA, Japan | High requirements for actuarial valuation |
| Defined Contribution (DC) | Contributions are fixed, payouts depend on investments | EU, United Kingdom, Canada | Requirements for transparency and management |
| Notional Defined Contribution | Notional accounts, payments depend on accumulated contributions | Sweden, Italy | Automatic system balancing |
| PAYG (Pay-As-You-Go) | Payouts from current contributions | Spain, Greece, Africa | Dependence on demographics and the economy |
Thus, the diversity of pension schemes in international practice is due to a combination of legal and managerial models chosen by countries taking into account demographic and economic conditions; the next aspect: the features of classifying pension services by level of regulation.
Pension schemes differ not only in financial characteristics but also in the degree of regulation:
Key jurisdictions for pension services play a defining role in shaping standards, regulation and the development of pension systems at national and international levels. Let’s consider the main approaches and solutions offered by different regions, starting with the European Union and its model of pan-European pension plans.
Let’s move on to an analysis of national features of pension regulation and practice in other key jurisdictions.
EU: one of the most complex and regulated markets for corporate pension services. The main challenges here are related to:
The Asian market is characterized by high fragmentation and a variety of models:
Moving on to an analysis of African markets, it is important to note that regulatory specifics and infrastructure challenges in this region form a completely different legal and investment landscape.
African countries are a promising but complex market for corporate pension services:
International pension schemes and services for companies are becoming increasingly sought-after tools for effective management of social benefits and attracting valuable employees. In the competitive global market, businesses gain additional advantages by implementing modern pension solutions that take into account the specifics of operating in different jurisdictions.
For corporate clients operating in multiple countries, the key tasks become:
Modern technologies make it possible to significantly increase the efficiency of management of pension funds:
Legal and financial risks under AML are becoming relevant for all participants in the financial market, since failure to comply with these standards can lead not only to large fines, but also to criminal liability and significant reputational losses. Implementing effective AML procedures is important not only for regulatory compliance, but also for long-term resilience and trust from clients and partners.
anti-money laundering legislation (AML) is a key aspect for corporate pension services:
Legal and financial risks require a systemic approach:
Classification of pension services and jurisdiction analysis: the foundation for successful development of corporate pension schemes in the context of globalization. Main challenges: multi-jurisdictional requirements, tightening of AML, demographic changes and the need for transparency. Opportunities: automation, adoption of ESG, optimization of fund structures and integration of international standards.
I recommend that entrepreneurs and executives use a comprehensive approach: analyze the specifics of jurisdictions, implement management best practices, conduct regular audits and integrate innovative solutions. COREDO’s experience shows that only such an approach ensures long-term sustainability, transparency and maximum profitability of corporate pension services.
Key features:
Making the right choice and arranging PI insurance requires a systematic approach.
At COREDO we recommend the following process:
In 2025, more than 60% of new international brokerage firms choose Belize as the initial jurisdiction for licensing securities trading and forex services.
COREDO’s experience shows: choosing the right legal form is the foundation of successful licensing. For obtaining a financial license in Belize, two structures are optimal: an International Business Company (IBC) and a Limited Liability Company (LLC). Each format has its nuances, but for international brokerage and investment projects an IBC is most often preferable: due to the flexibility of corporate governance and the ability to work with non-resident shareholders.
Key requirement: minimum share capital of $500,000. This requirement applies to licenses for securities trading, forex, investment activity and asset management. In COREDO’s practice there were cases when clients tried to optimize capital structure, but the IFSC (Belize International Financial Services Commission) consistently requires documentary confirmation of full capitalization before submitting the application.
Another strategically important aspect is a resident director in Belize. According to IFSC regulatory standards, at least one board member must be a resident of the country. This is not a formality: the resident director is responsible for local compliance, interaction with the regulator and ensures the company’s physical presence. In several cases COREDO selected qualified resident directors with experience in financial and legal matters, which significantly sped up the licensing process and reduced the risk of refusal.
The most important stage is preparing the documents for the application. The solution developed at COREDO includes comprehensive legal and financial documentation adapted to IFSC requirements and international standards.
The standard set of documents includes:
To proceed to the next stage, you must carefully study the application submission procedure and the document requirements.
The step-by-step procedure begins with submitting the documents to the Belize International Financial Services Commission (IFSC). At this stage, it is important not only to properly prepare the legal documents but also to ensure transparency of the corporate structure, sources of funding and the qualifications of key persons.
COREDO implemented a number of projects where special attention was paidabout the preparation of a business plan with financial forecasts, as well as the documentary formalization of the authorized capital. IFSC requires confirmation of the deposit of the minimum authorized capital ($500,000) into the account of the licensed company at a Belize bank – this is a mandatory condition for the consideration of the application.
Fees and payments include:
After submitting the application IFSC conducts a comprehensive review of the company. This includes:
The COREDO team repeatedly assisted clients during the review stage, including preparation for interviews with IFSC, collection of additional documents and clarifications on compliance procedures. In one case, thanks to detailed work on KYC processes and the implementation of FinTech solutions, the license was obtained in 8 weeks — one of the best results on the market.
After successful review IFSC issues a securities trading license in Belize. From that moment the company may legally carry out brokerage activities, asset management, investment and forex operations, and also work with payment systems (PSP license).
Licensed companies in Belize are subject to fixed annual fees:
Holding a securities trading license in Belize is associated with a number of legal and financial risks:
Obtaining a securities trading license in Belize is not just a formal process, but a strategic step toward scaling the business in international markets. Key stages confirmed by COREDO’s experience:
A securities trading license in Belize opens access to the markets of Europe, Asia and the CIS, allows working with international investors, implementing modern payment systems and PSP licenses, and also using tax incentives.
COREDO has supported projects where the Belize license became a key driver for scaling brokerage business, providing a return on investment (ROI) above market-average levels by optimizing the tax burden and access to new markets.
Development prospects are linked to the ongoing improvement of Belize’s legislation, the implementation of international financial reporting standards (IFRS), strengthening compliance requirements and FinTech innovations. The COREDO team monitors these changes and integrates them into client solutions, ensuring long-term sustainability and business competitiveness.
In 2025 Mauritius holds leading positions among jurisdictions for international investment operations: according to FSC Mauritius, over the past three years the volume of registered investment companies has grown by more than 40%, and the number of applications for Mauritius Investment Dealer License steadily increases each year.
Mauritius offers a unique balance of these factors.
The main reason is the combination of a transparent, FATF-compliant regulatory environment, the absence of capital gains tax on securities transactions, an 80% foreign tax credit and the status of a strategic bridge between the markets of Asia and Africa.
Many clients COREDO, analyzing options for global business structuring, face a typical dilemma: how to reconcile strict compliance, tax optimization and a rapid entry into new markets? Mauritius offers a unique balance of these factors.
Ready to learn how to leverage Mauritius to scale your investment business and avoid common mistakes?
In this article I will thoroughly examine all the key aspects of licensing an Investment Dealer in Mauritius, relying on COREDO’s practice and recent international sources. Read to the end: you will receive not only a step-by-step guide but also strategic recommendations that will help take your business to a new level.
Types of Investment Dealer licenses in Mauritius cover a wide range of financial services with different rights and requirements for companies wishing to conduct investment activities on the island. Understanding the features of each license category and their differences is important for choosing the optimal option that meets business objectives and satisfies the Mauritius regulator’s requirements.
In COREDO’s practice we see that the choice of Investment Dealer Mauritius license category determines not only the range of permitted operations but also the strategy for entering international markets. FSC Mauritius offers four main license categories, each aimed at different business models and capital levels:
| License category | Permitted activities | Minimum capital (MUR) | Notes |
|---|---|---|---|
| Full Service (including underwriting) | Intermediation, proprietary trading, underwriting, investment advice, asset management | 10,000,000 | Maximum functionality, high capitalization |
| Full Service (without underwriting) | All of the above, except underwriting | 1,000,000 | For companies without issuance activity |
| Broker | Order execution, portfolio management, advisory services | 700,000 | For classic brokerage services |
| Discount Broker | Order execution only without advisory services | 600,000 | Execution-only, minimal requirements |
For fintech companies and startups focused on automation and execution-only services, the Discount Broker is an optimal starting option. If the business model involves comprehensive deal support, underwriting and asset management, an Investment Dealer Full Service license including underwriting will be required.
The COREDO team has repeatedly supported projects obtaining licenses for trading derivatives and virtual assets; these areas are especially in demand among clients entering the markets of Asia and Africa.
FSC Mauritius licensing requirements impose a set of strictly regulated conditions on companies wishing to conduct financial activities in Mauritius. Compliance with these requirements is a mandatory step to obtain a license and to operate within the regulated environment. Below we will consider the main regulatory requirements that applicants must meet.
Mauritius features a strict but transparent licensing system, as confirmed by COREDO’s practice when working with FSC licensing requirements. To obtain a Mauritius Investment Dealer License the following is required:
These requirements form a solid foundation for the long-term development of an investment business and for minimizing regulatory risks.
More details on the application procedure and review timelines: in the next section.
The license application: process and timelines requires a careful approach: to obtain a license it is important to prepare a set of documents, comply with the formatting requirements and know the stages of interaction with the licensing authority. Understanding the key steps and timelines will help make the licensing process predictable and controllable.
From COREDO’s experience, successfully obtaining a Mauritius Investment Dealer License is always the result of thorough preparation and clear communication with the regulator. The process consists of several key stages:
At COREDO we assist clients at all stages, including preparing the business plan, developing the compliance manual and organizing internal procedures, which significantly speeds up the approval process.
Mauritius offers unique tax and business opportunities for investment companies:
These factors make Mauritius one of the most attractive jurisdictions for international investment companies, fintech startups and brokerage platforms.
Licensing and doing business in Mauritius are associated with a number of specific risks and challenges that are important to consider at the strategic planning stage:
Modern investment business is impossible without a developed technological platform and reliable IT infrastructure:
security and data protection (ISO, GDPR), a mandatory requirement for working with institutional clients and banks.
COREDO’s practice confirms: investments in technological infrastructure and compliance automation quickly pay off through increased efficiency and reduced regulatory risks.
The success of licensing and subsequent operations largely depends on choosing a reliable service provider:
This approach allows focusing on business development without being distracted by routine and minimizes the risk of errors when interacting with the regulator.
Choosing a jurisdiction for registering an investment company is a strategic decision that affects not only the tax burden but also market access, licensing speed and business reputation. In practice, COREDO often compares Mauritius with jurisdictions such as Cyprus, Singapore, Estonia and the United Kingdom.
| Parameter | Mauritius | Cyprus | Singapore | Estonia | United Kingdom |
|---|---|---|---|---|---|
| Regulatory strictness | High, FATF | Medium | Very high | Medium | High |
| tax incentives | 80% foreign tax credit, no capital gains tax | 12.5% corporate tax, DTA | 17% corporate tax | 20% corporate tax | 19% corporate tax |
| Licensing timelines | 8–12 weeks | 4–6 months | 3–6 months | 2–3 months | 3–6 months |
| Market access | Asia, Africa | EU, CIS | Asia, global | EU | Global |
| Reputation | High | Medium | Very high | Medium | Very high |
| Compliance complexity | Medium | Medium | High | Medium | High |
Thus, a proper choice of jurisdiction allows significantly increasing the competitiveness of an investment company and minimizing regulatory, tax and operational risks, which determines the next steps in structuring the business.
Turning to website SEO optimization, let’s review the key aspects of effective promotion.
Mauritius is not just an attractive tax jurisdiction, but a full-fledged international hub for investment business, fintech and brokerage platforms. Successful licensing and conducting activities here requires a deep understanding of local requirements, investments in compliance, infrastructure and qualified personnel. COREDO’s experience shows: entrepreneurs ready for these challenges gain unique opportunities to scale their business in Asian and African markets by using the Mauritius Investment Dealer License as a strategic growth tool.
In 2025 the financial services market in South Africa is showing growth rates that surprise even experienced analysts: according to the FSCA, the volume of electronic payments in the country increased by 18% over the past year, and the number of applications for financial service provider licenses in South Africa reached a historic high.
Amid tightening regulation and growing requirements from the South African Reserve Bank (SARB), even experienced entrepreneurs face opacity in procedures, difficulties in preparing documentation and the need for a deep understanding of legislation, including the Financial Sector Regulation (FSR).
If you want to gain a strategic advantage and avoid pitfalls, I recommend reading to the end — you will find answers to the most pressing questions and learn how the COREDO team helps clients not only to obtain a license but also to build an effective business model in South Africa.
The South African Reserve Bank (SARB), the key regulator that sets the rules of the game for everyone planning to provide financial services in South Africa. SARB is responsible not only for issuing the national currency but also for supervising payment systems, ensuring the stability and transparency of the financial sector in South Africa.
It is the FSR that determines which types of licenses are available, from the Payment Institution License (PI license in South Africa) to specialized permits for cryptocurrency and fintech companies.
In COREDO’s practice there are cases when companies that did not pay sufficient attention to the details of the FSR faced license refusals due to non-compliance with structural or procedural requirements. Therefore, a deep understanding of the regulatory environment is the foundation for a successful launch of payment systems and other financial services in South Africa.
Understanding all aspects of the FSR plays a decisive role in preparing to meet the requirements imposed on financial service providers in South Africa.
Requirements for financial service providers in South Africa reflect high standards of transparency, control and business resilience. The FSCA regulator imposes strict conditions on capital, internal procedures and the qualifications of key persons to ensure client protection and industry stability. Below we will consider the key aspects that a provider must meet when entering the South African market.
SARB imposes strict requirements on the financial stability of applicants. The minimum amount of authorized capital for a PI license in South Africa depends on the volume and nature of the services offered, but COREDO’s practice shows: for most companies the optimal capital level starts from 5 million ZAR (equivalent in foreign currency is allowed). It is important not only to show the availability of funds but also to justify their origin: this is a key element in the fight against money laundering.
SARB and the FSCA (Financial Sector Conduct Authority) require that management and key employees have not only relevant education but also proven experience in the financial sector. It is important to demonstrate competencies in risk management, AML/KYC procedures and corporate governance.
Without a soundly developed business plan and internal policies, obtaining a PI license in South Africa is practically impossible. The regulator requires a detailed description of the business model, financial forecasts, risk management strategies, as well as the implementation of comprehensive AML/KYC procedures.
Implementing an internal control system and regular audits is not a formality but a mandatory condition. The solutions developed at COREDO allow clients not only to meet SARB requirements but also to build an effective transaction monitoring system, which is especially relevant for companies working with digital financial services.
obtaining a license for a financial service provider in South Africa: this is structuredThis process requires careful preparation of documents in strict compliance with the requirements of local legislation and the FSCA regulator. It is important not only to correctly assemble the main package, but also to take into account specific criteria regarding corporate structure, the qualifications of key persons and internal regulations – it is from these stages that the path to successful licensing begins.
Key stage: compiling the full set of documents. The list includes:
In one of COREDO’s cases, a client from the EU had to adapt internal policies to the specifics of South African legislation to avoid additional requests from the SARB.
After submitting documents to the SARB, a multi-stage review procedure begins. The regulator may request clarifications, additional information and conduct interviews with management. In practice, the process takes from 4 to 8 months, in some cases longer if questions arise about ownership structure or sources of funding.
Total expenses include government fees (from 200 000 ZAR), auditors’ and consultants’ services, as well as regular payments for maintaining the license and carrying out mandatory checks. It is important to account for expenses for annual updates of internal policies and staff training – COREDO’s practice confirms that savings in these items can lead to fines or even suspension of the license.
South Africa: a FATF member, which means all financial service providers are required to integrate international AML/KYC standards into their business processes. FATF requirements directly affect the structure of compliance procedures, the internal control system and disclosure obligations.
South African regulators actively implement FATF recommendations into national legislation, which is reflected in requirements for transparency of ownership structure, source of funds and regular reporting.
Particular attention is paid to financial stability, transparency of corporate structure and the effectiveness of AML/KYC procedures.
To minimize risks, we recommend implementing automated monitoring systems and conducting regular independent audits.
In a context of rapidly changing regulatory requirements, effective risk management becomes a critical factor for the long-term resilience of the business.
Let’s move on to an overview of modern payment system technologies in South Africa.
Digital financial services and the adoption of new technologies are driving the development of the payment systems market in South Africa. The use of blockchain, artificial intelligence and cloud platforms enables licensed companies not only to optimize processes but also to meet growing regulatory requirements.
Such technologies are becoming the new standard for financial service providers in South Africa.
Technological trends also affect licensing requirements: the SARB expects applicants not only to comply with basic standards but also to be ready to rapidly implement innovations into operational activities.
COREDO’s experience shows that successfully obtaining a financial service provider license in South Africa requires a clear step-by-step plan:
To optimize the process, the COREDO team recommends using digital tools for preparing and storing documents, as well as engaging independent experts in advance to assess the business plan and compliance procedures. This approach reduces costs and minimizes the likelihood of refusal.
Refusal of a financial service provider license in South Africa can be caused by insufficient document preparation, an opaque ownership structure, or non-compliance with AML/KYC standards. It is important to understand that a refusal is not a sentence: the COREDO team has assisted clients at the appeal stage, helping to address comments and resubmit the application.
Nevertheless, with a competent approach and timely adjustment of business processes, it is possible to restore market positions.
Obtaining a PI license opens up new prospects: expanding the product range, entering international markets, attracting investment. The prospects for the development of financial services in South Africa directly depend on companies’ readiness to integrate new technologies and comply with international standards.
A financial service provider license in South Africa is not only a formal permit but also a strategic asset that ensures legality, client trust, and access to a fast-growing market. Successful licensing requires a deep understanding of the regulatory environment, strict compliance with SARB and FSR requirements, and a willingness to integrate FATF international standards.
For entrepreneurs and executives interested in international expansion, this market opens up unique opportunities, provided there is professional support and strategic planning.
If you are ready for new challenges and want to gain a competitive advantage in the South African financial services market, the COREDO team is always ready to share its experience and help at every stage of the journey.
In 2024 the global online brokerage market exceeded $12 trillion, and the share of transactions routed through offshore jurisdictions reached 30%.
However, behind these figures lies fierce competition and increasing regulatory pressure that can jeopardize even the most ambitious projects.
Seychelles Securities Dealer License is not just a permit to operate, but a strategic tool for scaling a business in Europe, Asia and the CIS.
The regulator, the Seychelles Financial Services Authority (FSA), has in recent years tightened requirements for licensing financial services, which has increased trust in the jurisdiction among banks, payment systems and institutional clients.
In this article I will examine in detail the key requirements, stages and features of obtaining a Seychelles securities dealer license, drawing on COREDO‘s experience in supporting dozens of international projects.
To obtain the license, specific requirements regarding company structure, the presence of an office and an internal control system must be met, as well as compliance with capital and professional standards. Below we consider what capital requirements are imposed in 2024–2025 and what is needed for successful licensing.
Amendments to the Seychelles Securities Act came into force in 2024, significantly changing the requirements for minimum authorized capital to obtain a Seychelles Securities Dealer License. Now new applicants face a threshold of USD 100,000, reflecting the global trend toward strengthening the financial resilience of licensed companies. In certain cases, if the business model entails increased operational or market risks, the FSA may require raising capital to USD 250,000 or more.
This reduces the risk of prolonged inspections and increases trust from banks and partners.
The Seychelles Financial Services Authority sets high requirements for the qualifications and experience of the management team. At least one director must be a Seychelles resident with proven experience in financial services or risk management. Shareholders and ultimate beneficial owners are required to disclose sources of funds, have no criminal convictions and no adverse regulatory history.
This approach minimizes the likelihood of refusal and allows potential regulator comments to be addressed in advance.
Since 2024 the FSA has tightened requirements for the physical and IT infrastructure of companies holding a Seychelles securities dealer license. A real office on the territory of Seychelles is required, equipped with equipment for storing and processing client data.
The minimum insurance amount is set by the FSA individually, based on the volume of operations and the company’s risk profile. This requirement is aimed at protecting investors’ interests and improving the resilience of the financial sector.
More details on the licensing procedure: in the next section.
To successfully obtain such a license, companies must carefully prepare a package of documents and meet the established requirements — from corporate structure to financial criteria and compliance standards. Below the stages and key documents required to apply for obtaining a license in the Seychelles are examined in detail.
Licensing for securities in the Seychelles begins with preparing an extensive package of documents:
At COREDO we recommend conducting a preliminary audit of the documents and agreeing on key parameters with the FSA during the preparation stage, which significantly reduces the likelihood of refusal or delay.
The process of obtaining the Seychelles Securities Dealer License consists of several stages:
Thus, the average time to obtain the license is 5–7 months.
The Seychelles Securities Dealer license cost includes:
It is important to consider expenses for insurance, office rent, IT infrastructure and compliance services, which may amount to up to 30% of the company’s annual budget.
The implementation of comprehensive AML/CFT policies and procedures is an integral part of obtaining and maintaining the license, ensuring transparency and control of business operations in accordance with legal requirements.
Since 2024, AML/CFT requirements for the Seychelles Securities Dealer License have been significantly tightened. Companies are required to develop and implement a comprehensive AML/CFT program that includes:
In 2024 more than 60% of corporate fraud cases in Europe and Asia were detected thanks to the analysis of open-source data, OSINT. At the same time, the damage from undetected risks when choosing foreign partners or registering companies in new markets can reach tens of millions of euros. Why are even experienced entrepreneurs and chief financial officers vulnerable to complex schemes and hidden threats? How to control reputational, financial and legal risks in a world where information becomes the main asset, and its reliability: the key factor of success?
At COREDO we see how OSINT data checks are becoming the standard for registering legal entities in the EU, Asia, the UK, Singapore and Dubai, as well as for assessing partners’ reliability and managing corporate security.
OSINT data verification is based on the use of various methods and tools for searching, verifying and analyzing information from open sources. This approach uses both technical means and analytical techniques that allow a comprehensive assessment of the reliability of the obtained data and the identification of hidden connections.
Over years of work the COREDO team has implemented dozens of projects where OSINT data verification from open sources became a key element of comprehensive business support. In modern practice several approaches are distinguished:
At COREDO we are convinced that a competent choice of OSINT tools is critically important for verification effectiveness; below we will consider the top-5 solutions that have proven their practical value.
| Tool | Purpose | Integration features |
|---|---|---|
| Maltego | Link visualization, graphs | Plugin and API support |
| SpiderFoot | Automated data collection | Flexible settings, reporting |
| Shodan | Cyber reconnaissance, device monitoring | Infrastructure vulnerability search |
| theHarvester | Collection of emails, domains, subdomains | Integration with other tools |
| Google Dorks | Search for hidden data on the internet | Free, requires skills |
At COREDO we actively use these tools to vet counterparties, analyze corporate structures and monitor reputational risks. For example, Maltego enables rapid construction of connection graphs between companies and beneficiaries, while SpiderFoot automates the collection of information from dozens of sources, including court and government registers. Implementing OSINT frameworks with AI and machine learning support allows us to significantly increase the effectiveness of due diligence and AML processes, especially when working with companies from the EU, Singapore and Dubai.
The application of OSINT in company registration and support provides unique opportunities for collecting and analyzing information from open sources, which significantly reduces risks and helps to make ob
Informed decisions at all stages of working with counterparties and partners. Thanks to OSINT, companies can effectively identify potential threats, verify the reliability of market participants, and ensure transparency of business processes.
OSINT checks of counterparties are an integral part of comprehensive due diligence, especially when registering legal entities in Europe and Asia. The COREDO team has repeatedly encountered situations where standard registry checks did not reveal hidden risks, while deep OSINT analysis made it possible to uncover affiliated persons, legal disputes, or signs of financial misconduct.
Jurisdiction specifics of the EU, Singapore, Cyprus and Dubai require not only verification of incorporation documents but also deep analysis of sources of capital, ownership structure, and the activity history of beneficiaries. COREDO’s solutions allow integrating OSINT checks into the registration process, minimizing the risk of license refusal or account blocking.
Thus, the proper integration of OSINT becomes the basis of effective and up-to-date compliance control, smoothly leading to the consideration of practices for incorporating OSINT into AML and KYC processes.
The role of OSINT in combating money laundering (AML) and implementing KYC (Know Your Customer) procedures is becoming increasingly significant. At COREDO we automated the collection and analysis of data for AML checks, which allows not only detecting suspicious transactions but also promptly responding to changes in legislation.
Integrating OSINT into companies’ legal support provides not only reputation monitoring and fraud detection but also corporate security management at the strategic level.
Using OSINT is inevitably associated with both legal and ethical aspects: even when working with open sources, an analyst faces legal restrictions and the need to observe principles of privacy and respect for personal data. Reviewing the key legal requirements and ethical standards for OSINT use will help clarify these issues.
The collection and use of data from open sources is regulated by national and international laws. The EU enforces the strict GDPR regime, in the United Kingdom: the Data Protection Act, in Singapore, the Personal Data Protection Act. COREDO’s practice confirms: compliance with legal restrictions is a mandatory condition for the legitimacy of OSINT processes.
Implementing OSINT requires special attention to protecting personal data. COREDO’s solutions include anonymization, encryption, and access control mechanisms, which allow compliance with GDPR requirements and similar regulations in Asia and Europe.
Corporate intelligence based on OSINT should be built on principles of transparency, respect for privacy and non-discrimination. At COREDO we implement internal ethical standards that ensure the proper use of OSINT tools and minimize risks for all participants in business processes.
Cases and best SEO practices not only show how solutions work in practice, but also identify effective strategies for website promotion. By analyzing real cases from COREDO’s practice, we will show which SEO methods really deliver results and how to apply them to achieve business goals.
Key conclusions and recommendations reflect the main changes in SEO in 2025 and help understand how to build an effective promotion strategy today. Below are the main insights you must consider to achieve maximum results in search promotion.
OSINT is not just a trendy term, but a must-have for any business entering international markets. Only a comprehensive OSINT verification of data from open sources allows you to minimize risks, increase transparency and ensure compliance with the requirements of regulators in the EU, Asia and other regions.
In 2025 the global online payments market exceeded $10 trillion, and the number of transactions processed by international payment companies for businesses grew by 20% year on year (data from McKinsey, Statista, Deutsche Bundesbank). This is not just a record – it is a challenge for any entrepreneur whose business extends beyond one country. Why do some companies scale globally in a matter of months, while others lose customers because of inconvenient payment solutions? How to choose a payment system that not only integrates with your ERP but also provides security, flexibility and fee transparency for international trade?
In practice COREDO finds that most mistakes when choosing payment solutions for e-commerce and B2B transactions are related to underestimating nuances: from support for multi-currency transactions and cryptocurrency payments to legal AML and KYC requirements. In this article I will analyze in detail which payment companies for businesses actually operate in Europe, Asia and the CIS, how to compare aggregators and gateways, what to pay attention to when integrating with CMS and ERP, and which performance metrics really show ROI from payment systems. If your goal is to take the business to a new level, optimize online payments and reduce risks, I recommend reading the article to the end: you will receive not only an overview but also practical recommendations based on COREDO’s experience and international cases.
Payment companies for businesses today play a key role in ensuring stable and transparent settlements between partners around the world. Against the backdrop of growing demands for speed, security and flexibility of international transactions, choosing a reliable payment aggregator becomes a strategic issue for any business.
In recent years the COREDO team has implemented dozens of projects to deploy payment solutions for e-commerce and B2B in the EU, the UK, Singapore and the UAE. The following international payment aggregators are most in demand:
For companies focused on the EU and the UAE, COREDO’s practice confirms the high effectiveness of the following solutions:
Payment solutions play a key role in modern online commerce, and their choice directly affects the convenience, speed and security of operations. Each solution has its own characteristics that are important to consider when connecting online payments to a website or service.
The choice between a payment gateway and an aggregator depends on the specifics of the business, transaction volume and integration requirements. COREDO’s experience shows:
Choosing a payment system for a business is a key step that determines how convenient it is for customers to make purchases and how effectively the company can manage its finances. To make a well-considered decision, you should first define the main criteria that match the needs of your specific business and allow you to compare different payment companies by the most important parameters.
Integration with CMS and ERP. The best payment systems for e‑commerce offer ready plugins for Shopify, Magento, WooCommerce, as well as APIs for integration with corporate ERPs (SAP, 1C, Microsoft Dynamics). In one of COREDO’s projects, integrating Stripe with SAP automated payment reconciliation and sped up reporting.
Payment automation and subscription management. Recurring payments and automated renewal reminders increase customer loyalty and reduce churn rate. Aggregators with recurring payment capabilities (for example, Verifone, Stripe) enable flexible subscription schemes.
Cost optimization and efficiency improvement. Regular audits of fees, analysis of payment system performance metrics (conversion, processing speed, decline rate) and implementation of automated payments help reduce costs and improve ROI.
Business scaling. Payment solutions for global expansion should support new markets without the need for full reintegration. In a COREDO case for an e‑commerce company from the EU, choosing Stripe enabled launching sales in Asia and the UAE in 2 weeks thanks to a unified platform and support for local payment methods.
| Payment company | Key advantages | Fees | Currency and cryptocurrency support | Integration features | Target audience |
|---|---|---|---|---|---|
| Stripe | Global reach, powerful API, multi‑currency support | Medium | Yes (crypto via partners) | Wide integration with CMS and ERP | Small and medium businesses, international companies |
| PayPal | High security, buyer protection | Above average | No direct crypto support | Simple integration | E‑commerce, B2C |
| Verifone (2Checkout) | Recurring payments, flexible pricing | Medium | Yes | Customizable API, subscription support | Small and medium businesses |
| Square | Online and offline payments, POS | Medium | No | Integration with POS, mobile payments | Retail, startups |
| TransferWise (Wise) | Cost‑effective international transfers | Low | No | API for business transfers | International business |
Choosing a payment company for your business is a strategic decision that affects scaling, efficiency and competitiveness. COREDO’s experience shows that only a comprehensive approach — from analyzing needs to integration and ongoing auditing of payment processes — enables entrepreneurs and managers to achieve maximum results in international markets. If you aim to implement the best payment solutions for e-commerce, B2B transactions or global expansion, I recommend consulting COREDO experts and testing modern payment technologies in practice.
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.
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.
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.
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 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.
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: 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: 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 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.
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.
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.
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 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.
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 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 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.
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.
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.
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 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.
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.
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.
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.
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.
| Strategy | Risks | Returns | Applicability |
|---|---|---|---|
| Roll-up | Integration issues, overestimation of synergies | High | Industry consolidation, rapid growth |
| Bolt-on | Cultural integration, technological incompatibilities | Medium–high | Platform expansion, new markets |
| Carve-out | Asset valuation, regulatory barriers | Medium | Structure optimization, new niches |
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.
COREDO’s practice confirms: successful climate projects in Asia and Africa are always built on a balance between environmental goals and economic viability. That is why climate investments are not only grants and subsidies, but also long-term private investments, loans, and government guarantees. Among the key sources of climate finance are the Green Climate Fund (GCF), Climate Investment Funds, as well as development banks (World Bank, EBRD, Asian Development Bank) and private venture funds actively investing in sustainable development.
| Source of funding | Type of financing | Key terms and requirements | Examples of organizations |
|---|---|---|---|
| International climate funds | Grants, subsidies | Alignment with climate goals, reporting | Green Climate Fund, Climate Investment Funds |
| Development banks | Loans, guarantees | Projects with high climate impact | World Bank, EBRD, Asian Development Bank |
| private investments | Long-term investments | ESG assessment, profitability | Venture funds, investment firms |
| Government programs | Grants, subsidies | National climate plans (NDCs) | EU programs, national agencies |
Thus, the diversity of sources and instruments of climate finance provides flexibility and resilience in project implementation across different regions, which is directly linked to the effectiveness of international cooperation in this area.
International climate finance is regulated by a number of agreements and standards. The 2015 Paris Agreement enshrined commitments by developed countries to mobilize at least $100 billion annually to support mitigation and adaptation projects in developing countries. Nationally Determined Contributions (NDCs) have become a tool for integrating climate goals into national development strategies. The OECD and the European Union set standards for transparency, reporting, and assessing the effectiveness of climate investments.
COREDO’s experience shows that the largest projects in renewable energy, water supply, and sustainable transport are channeled through these institutions. International funds – the Green Climate Fund and the Climate Investment Funds – provide grants, subsidies, and guarantees, and also act as catalysts for mobilizing private investments. Among financial instruments, green bonds, climate loans, blended finance (mixed financing), and emission compensation mechanisms (carbon offsetting) occupy a special place.
Solutions developed by COREDO help clients build internal control systems that comply with international standards, significantly increasing their chances of obtaining financing.
Attracting climate financing is a multi-stage process that requires preparation, transparency and strategic planning. The COREDO team has implemented dozens of projects where a clear structuring of the stages was a key success factor:
To reduce risks, instruments such as insurance, hedging and monitoring of climate threats are used.
Scaling climate projects in Asia and Africa requires flexible strategies: partnerships with local authorities, integration of innovative technologies (for example, IoT, blockchain for emissions tracking), as well as diversification of financing sources. COREDO’s experience has shown that successful projects are often built on blended financing and active engagement with international and regional institutions.
The specifics of registering legal entities for climate projects in the EU and Asia are determined by both national legislation and the requirements of international funds and development banks. For example, registering a company in Singapore, the Czech Republic or Estonia requires not only the standard set of incorporation documents but also justification of the activities’ compliance with ESG criteria, as well as disclosure of beneficiaries within AML compliance.
Legal support for climate investments covers issues of intellectual property for climate technologies, contractual relationships with contractors and investors, as well as compliance with disclosure and reporting requirements.
COREDO’s experience has shown that transparency and compliance significantly accelerate the financing process and increase trust from international partners.
Transition to the next section:
At the same time, despite progress in regulation and support for climate initiatives in developed countries, significant barriers remain in a number of developing countries to attracting and effectively using climate finance.
Despite the growth of international climate finance, entrepreneurs and leaders in developing countries face a range of barriers:
Economic factors: high debt burden, currency volatility, inflation, also constrain the development of climate investments.
The COREDO team helps clients build partnerships with private and public investors, allowing them to diversify funding sources and reduce risks.
In recent years, new instruments and technologies have been appearing in the climate finance market: green bonds, sustainable credit lines, crowdfunding, platforms for tokenizing climate assets. The integration of ESG criteria is becoming a mandatory element of long-term investment strategies, and sustainable financing: a standard for international projects.
The impact of climate financing on the economic development of regions is becoming increasingly noticeable: new jobs are being created, the technological level is rising, and resilience to climate risks is being strengthened.
The successful integration of such solutions into business processes becomes a competitive advantage for companies operating in the international market.
To effectively utilize these opportunities, companies should focus on advanced approaches and adapt their strategies to changing market requirements.
COREDO’s experience allows formulating a step-by-step guide for businesses seeking to secure climate financing in developing countries:
Key mistakes to avoid: underestimating compliance requirements, insufficient consideration of ESG and climate risks, lack of transparency in ownership structure and financial flows.
If you plan to implement a climate project in the EU, Asia or the CIS and are looking for a reliable partner for strategic support: COREDO’s experience and our team of experts are ready to offer solutions that work in practice.
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.
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.
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.
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.
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.
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.
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.
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.
| Deal type | Features | Risks | Advantages |
|---|---|---|---|
| Buyout | Full control, restructuring | High cost, integration | Business optimization, ROI growth |
| Carve-out | Separation of non-core assets | Corporate ties, legal nuances | Access to unique assets, reduced competition |
| Take-private | Delisting, privatization | regulatory requirements, communication with shareholders | Management flexibility, reduced public risks |
In recent years this approach has been actively used in the Japanese market and has led to a number of notable deals.
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.
| Compliance risk | Consequences | Risk mitigation measures |
|---|---|---|
| Non-compliance with requirement 851-P | Fines, restrictions | Implementation of the PDCA cycle, regular audits |
| Errors in stress testing | Incorrect risk assessments | Use of a unified macro-scenario, training |
| Insufficient AML control/KYC | Regulatory sanctions | Compliance automation, anti-fraud technologies |
| Incorrect software certification | License denial | Thorough assessment and certification of software |
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.
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.
Financial fraud in Latin America is highly dynamic and diverse in its schemes. The most common are:
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.
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.
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 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.
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.
In 2024–2025 most regulators in Latin America tightened requirements for transaction security:
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.
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.
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 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.
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.
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.
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.
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 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.
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.
| Metric | Description | Business value |
|---|---|---|
| Fraud loss per client | Average fraud loss per client | Assessment of economic efficiency |
| Dispute rates | Share of disputed transactions | Indicator of fraud prevention quality |
| ROI from implementation | Ratio of savings to investments in technology | Assessment of solution feasibility |
COREDO’s practice has shown: regular monitoring of these metrics allows not only identifying weaknesses but also reasonably justifying investments in fraud management.
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.
The COREDO team helps clients build processes where security does not hinder convenience, but instead becomes a competitive advantage.
COREDO practice: for a large online retailer in Brazil, an AI-analytics system was implemented that reduced CNP fraud by 40% in 6 months.
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.
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.
The COREDO team implemented projects to register cryptocurrency companies in Brazil and Mexico, taking into account new AML requirements and integration of digital identification.
COREDO recommendations: implementation of real-time monitoring, integration of AI analyzers, training of staff and users.
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.
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.
COREDO’s practice confirms: only continuous development and adaptation allow businesses to remain protected.
The COREDO team participates in international initiatives, helping clients implement best practices and technologies.
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.
Practical steps:
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.
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.
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.
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.
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.
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.
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.
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.
Risks in the insurance industry play a key role in shaping the strategy of any insurance company and directly affect the stability and business development.
Regional specifics require an individual approach to managing insurance risks:
Next, we will look at the key directions for adaptation, beginning with modern risk management methodologies.
Digital transformation has become an integral part of adapting insurance business:
In a context of economic instability, corporate insurance takes on new significance:
Below is a checklist of key steps to help minimize risks and increase the resilience of an insurance company.
| Region | Key risks | Effective adaptation methods |
|---|---|---|
| EU | Inflation, sanctions, cyber risks | ALM, D&O, digital platforms, AML |
| Asia | Cyber threats, regulatory barriers | Sandboxes, IT localization, KYC/AML |
| Africa | Currency and infrastructure risks | Local partners, product adaptation |
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.
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.
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 deep tech projects in Europe goes through several key stages:
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.
Investing in deep technologies involves unique risks:
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.
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:
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.
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.
Today, innovations in Europe are defined by several key directions:
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.
Scaling deep tech startups and entering international markets require a comprehensive approach:
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.
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 stage | Description | Main sources | Key features and challenges |
|---|---|---|---|
| Pre-Seed | Idea, prototype | EIC Accelerator, accelerators, angel investors | High risk, support for innovation |
| Seed | Product development | Venture funds, government grants | Need to prove viability |
| Growth (Late stage) | Scaling | Private investors, international funds | Lack of large funding rounds in Europe |
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
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 (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.
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 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.
The effectiveness of a risk officer cannot be assessed without clear KPIs and ROI metrics. In practice, COREDO uses the following indicators:
The table presents the main metrics for assessing the effectiveness of risk management
to the officer:
| Metric | Description and business value |
|---|---|
| Percentage of incidents prevented | Demonstrates proactivity and effectiveness |
| Risk response time | An important indicator of process maturity |
| ROI from AML programs | Measures the economic impact of implementation |
| Number of trained employees | Affects risk culture and resilience |
| Level of automation | Shows the maturity level of risk management |
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.
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.
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.
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.
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.
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 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.
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:
Thus, choosing the optimal combination of financial instruments becomes especially relevant when managing credit spreads and associated risks across different regional markets.
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.
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 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:
COREDO’s solutions include legal support for companies, integration of AML services and ensuring compliance with international standards.
To scale a business in an international environment it is critically important to:
COREDO’s practice confirms that a comprehensive approach to risk management allows companies to effectively expand business in Europe, Asia and the CIS.
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.
Analysis by leading rating agencies and bank analysts shows:
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.
The long-term consequences of changes in banking standards include:
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 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.
To assess the impact of the credit spread on loan cost, use:
COREDO’s solutions allow minimizing the spread by diversifying funding sources and integrating alternative financingation.
Key practices:
COREDO’s experience confirms the effectiveness of a comprehensive approach to managing the credit spread for international companies.
Implement:
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.
When choosing a partner, pay attention to:
The COREDO team supports clients at every stage: from company registration to obtaining financial licenses and implementing risk management.
| Factor | Impact on the credit spread | Comment |
|---|---|---|
| Key interest rate | High | Rate increases raise funding costs |
| Countercyclical buffer | Medium-High | Increases the bank’s capital requirements |
| Issuer’s credit rating | Critically important | Determines the level of risk and the cost of credit |
*Infographic (description):*
Mechanism of credit spread formation:
*Links to regulatory documents and analytical reports:*
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.
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.
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 $100 billion in investment.
Israeli universities: Tel Aviv University and Technion occupy leading positions in the MENA region and are in the world’s top 20 by number of founders of technology companies. A unique acceleration model operates here: universities are integrated with venture funds and government innovation support programs.
European universities, Oxford, Cambridge, ETH Zurich, Technical University of Munich: show steady growth in startup activity, especially in deep tech, biotechnology and fintech. In Asia, the standouts are National University of Singapore, Tsinghua University (China), KAIST (South Korea), where university startup incubators and accelerators become entry points for global investors.
| University | Country | Number of startups | venture investments ($ bn) |
|---|---|---|---|
| Stanford University | USA | 1 500+ | 100+ |
| MIT | USA | 1 200+ | 80+ |
| UC Berkeley | USA | 1 100+ | 70+ |
| Harvard University | USA | 900+ | 60+ |
| University of Pennsylvania | USA | 850+ | 55+ |
| Tel Aviv University | Israel | 700+ | 30+ |
| Tsinghua University | China | 650+ | 28+ |
| Oxford University | United Kingdom | 600+ | 25+ |
| ETH Zurich | Switzerland | 550+ | 22+ |
| National University of Singapore | Singapore | 500+ | 20+ |
These startup success indicators are not only quantitative but also reflect capitalization, investment activity and strategic partnerships between universities and investors.
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.
Classic metrics of university rankings by startups created include:
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.
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.
Modern universities integrate entrepreneurial ecosystems into the educational process:
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.
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.
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 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 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).
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 for startups includes:
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 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.
Scaling startups requires:
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 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.
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.
COREDO’s practice has shown that comprehensive support, from educational programs to legal assistance, ensures a startup’s sustainable growth and investment attractiveness.
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.
| University | Number of startups | Venture investments ($ bn) | ROI of university programs (%) |
|---|---|---|---|
| Stanford University | 1 500+ | 100+ | 800+ |
| MIT | 1 200+ | 80+ | 700+ |
| Tel Aviv University | 700+ | 30+ | 500+ |
| National University of Singapore | 500+ | 20+ | 450+ |
| Oxford University | 600+ | 25+ | 400+ |
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.
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.
For objective analysis the COREDO team uses a comprehensive methodology that includes:
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.
| University | Region | Female startups (2020–2024) | Attracted investments (mln $) | Key support programs |
|---|---|---|---|---|
| University of Cambridge | United Kingdom | 320 | 1 200 | EnterpriseWISE, Accelerate Cambridge |
| National University of Singapore (NUS) | Singapore | 290 | 950 | NUS Enterprise, Lean LaunchPad, Women in Tech |
| Technische Universität München (TUM) | Germany | 210 | 670 | UnternehmerTUM, Women Start-up Initiative |
| University of Oxford | United Kingdom | 205 | 800 | Oxford Foundry, Women Entrepreneurs Network |
| Seoul National University | South Korea | 180 | 540 | SNU Startup Center, Female Founder Program |
| ETH Zurich | Switzerland | 170 | 600 | ETH Pioneer Fellowship, Women in Entrepreneurship |
| University of Tartu | Estonia | 145 | 320 | Startup Lab, Female Founders Estonia |
| INSEAD | France/Singapore | 130 | 480 | INSEAD Women in Business, Venture Competition |
| University of Hong Kong | Hong Kong | 125 | 390 | HKU iDendron, Women Entrepreneurship Hub |
| Charles University | Czech Republic | 110 | 210 | CU Start, Women in Innovation |
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 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.
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.
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.
A number of universities in Europe and Asia implement unique initiatives:
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 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.
The COREDO team has repeatedly encountered that even in developed ecosystems women startup founders face three key barriers:
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:
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 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.
To assess the success of women’s startups, the COREDO team recommends using:
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.
The solution developed at COREDO includes:
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.
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:
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 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.
Leading universities integrate women into the startup ecosystem through:
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.
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.
| University | Region | Women-founded startups | Investments (mln $) | Support programs |
|---|---|---|---|---|
| University of Cambridge | United Kingdom | 320 | 1 200 | EnterpriseWISE, Accelerate Cambridge |
| NUS | Singapore | 290 | 950 | NUS Enterprise, Women in Tech |
| TUM | Germany | 210 | 670 | UnternehmerTUM, Women Start-up Initiative |
| University of Oxford | United Kingdom | 205 | 800 | Oxford Foundry, Women Entrepreneurs Network |
| SNU | South Korea | 180 | 540 | SNU Startup Center, Female Founder Program |
| ETH Zurich | Switzerland | 170 | 600 | ETH Pioneer Fellowship, Women in Entrepreneurship |
| University of Tartu | Estonia | 145 | 320 | Startup Lab, Female Founders Estonia |
| INSEAD | France/Singapore | 130 | 480 | INSEAD Women in Business |
| University of Hong Kong | Hong Kong | 125 | 390 | HKU iDendron, Women Entrepreneurship Hub |
| Charles University | Czech Republic | 110 | 210 | CU Start, Women in Innovation |
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.
Scaling a business with venture capital requires not only access to funding but also a built-out growth strategy. Key elements:
An MBA gives entrepreneurs tools to manage the risks of venture financing:
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.
Characteristics of venture capital in Europe and Asia are defined by differing market maturity, regulatory requirements, and investing culture:
The choice of business school and MBA program should take into account the specifics of the target market:
Alternatives to venture capital and financing methods open up a wide range of development opportunities for startups beyond traditional venture investments.
Venture capital is not the only path to scaling. Among the alternatives:
from multiple sources, which allows minimizing share dilution and preserving flexibility in management.
An MBA develops entrepreneurs’ skills in analyzing investment instruments, assessing risks, and selecting optimal capital-raising strategies. Key competencies include:
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:
| Parameter | MBA | Venture capital |
|---|---|---|
| Main benefits | Management skills, networking, ROI | Growth financing, scaling |
| Main risks | High cost, time required for study | Loss of control, investor pressure |
| Impact on company control | Strengthening leadership skills | Possible equity dilution |
| Regional characteristics | International experience | Differences in Europe and Asia |
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 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: 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.
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.
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 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.
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.
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.
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.
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 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.
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 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.
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 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 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 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.
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 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.
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.
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.
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 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 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.
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 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.
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.
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
| Metric | Description | Application |
|---|---|---|
| IRR (Internal Rate of Return) | Internal rate of return | Private equity, venture funds |
| MOIC (Multiple on Invested Capital) | Multiple on invested capital | Startups, venture investments |
| ESG indices | Assessment of environmental, social and governance factors | Sustainable financing |
| Payback Period | Payback period | Infrastructure projects |
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.
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.
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 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.
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 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 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.
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.
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.
This is especially important against the backdrop of new digitalization trends, which we will discuss below.
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.
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.
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.
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 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.
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.
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.
| Article section | Main keywords and LSI terms |
|---|---|
| Optimization of banking processes | optimization of banking processes, standardization of banking operations, BPM, Lean Six Sigma, agile, scrum |
| process automation | automation of banking processes, CRM systems, front office, back office, payment processing, AI, API, data security |
| Digital transformation and risk management | digital transformation of banks, bank risk management, compliance, AML, ISO standards |
| Metrics and performance evaluation | KPIs of banking processes, business process analytics, ROI of digital initiatives, scaling |
| Practical recommendations | process simplification, implementation of CRM and BPM, management of digital transformation projects, optimization of front and back office |
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.
What if I told you that it is the flywheel model — not the classic sales funnel — that can become the driver of continuous growth, business scalability, and increased ROI in international legal consulting?
In this article I will examine in detail how business goals and the correct configuration of the flywheel mechanism form stable financial results. I will share practical recommendations, examples from the experience of COREDO and strategies that will enable entrepreneurs, managers, and finance directors not just to implement a flywheel, but to make it a source of long-term profitability and sustained success. If you want not just to follow trends but to get ahead of them – read the article to the end.
The flywheel model is a business model based on the principle of cyclicality and energy accumulation: each action of the company amplifies the next, creating a self-sustaining growth effect (self-sustaining business model).
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.
International companies, such as Amazon, Google and Atlassian, have built their flywheel models on principles of continuous growth and constant optimization of the customer experience. For example, Amazon invests in reducing delivery times and automating logistics, which lowers CAC and increases the share of repeat orders, directly affecting ROI and Net Operating Profit After Tax (NOAT). Similarly, COREDO’s practice confirms: implementing a flywheel in legal support and AML services not only speeds up company registration processes in the EU and Asia, but also ensures long-term return on invested capital (ROIC) by reducing costs and improving operational efficiency.
The impact of the flywheel on financial reporting is reflected in growth of key KPIs: customer retention rate, reduction of CAC, increase in average revenue per user (ARPU), and reduction of churn rate. This not only improves the transparency and predictability of revenues, but also allows building the company’s growth strategy based on real data rather than hypotheses.
Any flywheel business begins with properly formulated goals. In COREDO’s international practice we see that setting SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) is the foundation for launching a flywheel model. Goals should be not only financial (for example, revenue growth of 15% per year or reducing CAC by 20%), but also operational: reducing company registration time in the EU to 5 business days, achieving an AML compliance rate above 98%, and reducing the number of friction points in the customer journey.
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.
Aligning team goals and adopting agile methodologies plays an important role. At COREDO we implemented a system of regular strategic sessions where the team evaluates progress on KPIs (customer retention rate, churn rate, ARPU, NOAT) and quickly adapts processes to new market challenges. This approach not only minimizes risks but also maintains high employee motivation, which is critical for a flywheel business.
To assess the effectiveness of a flywheel model, the key metrics become:
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.
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.
The solution developed at COREDO to support company registration in the EU, Asia and Africa is built on automating key stages: from collecting and verifying documents to integration with government registries and banks. This approach not only speeds up the registration process, but also minimizes errors related to the human factor, which is critical for complying with AML and KYC requirements.
Flywheel and AML services are not just about automating client checks, but about building a unified digital loop where each new registration or Licensing enhances the company’s reputation, reduces risks and increases trust from regulators and partners. The implementation of digital payment platforms and fintech solutions allows COREDO to ensure transaction transparency, automatic monitoring of suspicious activity and instant incident response.
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.
The flywheel model is not only about growth, but also about customer retention. In legal support and AML services, repeat engagements, referrals and long-term client loyalty become the basis of stable financial results. COREDO’s practice has shown that implementing referral marketing and systematic work with customer insights accelerates the flywheel, reducing CAC and increasing the share of organic acquisition.
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.
Scaling a business through the flywheel is especially relevant for international companies operating in the EU, Asia and Africa. Regional specifics, differences in regulatory requirements, language barriers, and levels of digitalization require flexibility and adaptability of the flywheel model. COREDO’s experience shows that only continuous process optimization and adaptation to market specifics preserve competitive advantage and ensure long-term return on investment.
| Stage of flywheel implementation | Key actions | Metrics to monitor | Risks and ways to minimize them |
|---|---|---|---|
| Setting goals | Defining SMART goals, aligning the team | KPI: customer retention rate, CAC | Insufficient communication, resistance to change |
| Process optimization | Elimination of frictions, automation of CRM/ERP | ROI, NOAT | Technical failures, integration errors |
| Risk management | Implementation of AML and compliance, monitoring | Compliance rate, risk level | Non-compliance with regulatory requirements |
| Monitoring and adaptation | Customer data analytics, agile methodologies | Churn rate, ROIC | Delays in analysis, incorrect conclusions |
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.
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:
COREDO’s practice shows: only a systemic approach to implementing the flywheel, based on deep customer insights, modern technologies and continuous process improvement, allows you not just to react to market changes but to shape its future. If your goal is stable financial results, revenue growth and the company’s long-term sustainability, the flywheel model becomes not an alternative, but a necessity in modern legal and financial business.
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 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.
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.
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.
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 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.
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.
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 (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.
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 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 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, 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 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.
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 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 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.
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.
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.
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 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 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 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 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 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 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.
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.
| Article section | Main keywords and topics | Practical value for the target audience |
|---|---|---|
| Current state of the ecosystem | Europe’s technological ecosystem, digital transformation | Understanding the big picture and trends |
| State support and regulation | EU state support for innovation, GDPR, AML | Legal and compliance aspects |
| Investments and venture financing | venture financing in Europe, ROI, exit strategies | How to attract and effectively use investments |
| Scaling and startup ecosystems | scaling tech companies, Cyprus startup ecosystem | Practical advice on growth and risk management |
| Technology trends | deep tech, AI, cybersecurity, space | Current technologies and outlook |
| Practical recommendations | legal support, AML, GDPR, risk management | Concrete steps and checklists for businesses |
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:
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.
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.
Boards of directors of public companies with private equity participation are distinguished by a developed system of committees:
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 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.
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 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 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.
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.
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:
The table below shows key performance metrics:
| Metric | Description | Applicability for PE firms |
|---|---|---|
| Project ROI | Return on investment for M&A and scaling | High |
| Directors’ engagement | Activity, participation in committees | Medium |
| Operational efficiency | EBITDA growth, cost reduction | High |
| Compliance and transparency | Compliance with regulatory requirements | High |
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.
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 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.
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.
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.
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 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.
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:
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 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.
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.
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.
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.
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.
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.
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 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 (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.
For the successful launch and development of a marketplace in Switzerland in 2025, I recommend following these steps:
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.
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.
| Metric / KPI | Description | Value for business |
|---|---|---|
| GMV (Gross Merchandise Value) volume | Total value of goods sold | Indicator of growth and scaling |
| Visitor-to-buyer conversion | Percentage of visitors who made a purchase | Effectiveness of UX and marketing |
| Average order value | Average purchase amount | Profitability and customer activity |
| Return rate | Percentage of returned items | Product quality and logistics |
| Order processing time | Order fulfillment speed | Customer experience and operational efficiency |
| ROI of investments | Return on investments | Assessment of development effectiveness |
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.
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.
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:
COREDO’s practice confirms: implementing RegTech not only ensures legal compliance but also increases transparency, simplifies company registration and speeds up counterparty checks.
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:
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.
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 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.
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 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 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 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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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: 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.
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.
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.
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.
| Technology | Main functions | Advantages | Business applications |
|---|---|---|---|
| Artificial intelligence | Data analysis, risk detection | High accuracy, error reduction | AML, KYC, transaction monitoring |
| Machine learning | Learning from data, forecasting | Adaptability, model improvement | Risk management, compliance |
| Cloud solutions | Data storage and processing | Scalability, availability | Regulatory reporting, security |
| Blockchain | Decentralized transaction ledger | Transparency, tamper protection | Audit, customer identification |
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.
Today the commercial potential and interest from brands, organizers and fans are rapidly growing not only in Europe, but also in new markets in Asia and Africa, creating unique opportunities for investment and development.
Against this backdrop it becomes especially important to consider the specifics of the development of women’s sports in key regions of the world.
Over the past five years the development of women’s sports in Europe has become one of the main drivers of the sports industry.
For example, the audience for the 2023 UEFA Women’s Champions League final exceeded 50 million viewers, and in the United Kingdom women’s football is already among the top 5 sporting events by television ratings.
In Asia there is a rapid increase in interest in women’s basketball and volleyball, supported by national federations and the launch of specialized digital platforms for fans.
In Africa women’s sport is developing at the intersection of social change and technological innovation: mobile apps for training and analytics are becoming available even in small towns.
The COREDO team implemented projects to register sports companies in the Czech Republic, Slovakia, Singapore and Dubai, which allowed our clients to respond flexibly to regional trends and build business models that take into account the specifics of each market.
Among the key challenges are differences in sports legislation between the EU and Asia, the difficulty of obtaining broadcasting licenses and the need to comply with AML requirements for international financial operations.
Women’s football is becoming not only a social phenomenon but also an economic catalyst for the entire sports business.
In Europe and the United Kingdom clubs are actively investing in creating women’s academies, and sponsors are signing long-term contracts with leading athletes.
COREDO practice confirms: registering a separate entity for a women’s team allows attracting targeted investments, optimizing taxation and effectively managing sponsorship flows.
In Asia women’s football is being integrated into educational and corporate programs, opening new opportunities for commercialization, from merchandising to hosting international tournaments.
The solution developed by COREDO for one client in Singapore included comprehensive legal support in obtaining a license to hold sporting events and transaction support for the sale of media rights.
Today women in the sports business occupy positions not only on the field but also in the management of clubs, leagues, startups and investment funds.
According to EY, companies with women in top management of sports organizations demonstrate higher revenue growth and resilience.
Our experience at COREDO has shown that involving female athletes in project management contributes to creating flexible and innovative business models and also improves communication with the target audience.
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.
This influence manifests itself in a wide range of areas, from developing new product lines to shaping unique values and style associated with a brand.
The influence of female athletes goes far beyond sporting results.
Talented athletes become brand ambassadors, set new standards of leadership and inspire millions of fans.
Nielsen Sports research shows that audience engagement in women’s sports is 25% higher than in men’s, and the social influence of female athletes on business is reflected in increased sales, expanded partnership programs and higher customer loyalty.
In one COREDO case we supported a transaction to integrate a well-known European footballer into the board of directors of a sports startup, which enabled not only attracting venture investment but also bringing the product to new markets through the athlete’s recognition and trust in the brand.
Effective partnerships with women’s sports teams require a strategic approach: it’s important to consider the values, mission and long-term goals of both parties.
In COREDO’s practice we helped clients build partnerships with leading athletes using flexible legal structures and transparent financial schemes.
This approach not only minimizes risks related to intellectual property and image rights but also increases the ROI of sponsorship contracts.
Sponsorship and ROI in women’s sports are becoming more transparent thanks to the development of digital analytics and the implementation of KPIs focused on engagement, reach and conversion.
The solution developed by COREDO for a client from the EU included the implementation of a system for assessing return on investment taking into account multichannel marketing activities and athletes’ social initiatives.
This made it possible to increase the efficiency of sponsorship investments by 18% in the first year.
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.
Effective marketing strategies make it possible to create an independent and attractive product, expand the fan base, and ensure the sustainable development of women’s sports teams.
Marketing in women’s sports requires rethinking standard approaches: successful strategies are built on authenticity, storytelling, and engaging micro-influencers.
The COREDO team supported campaign launches for women’s football clubs in the Czech Republic and Estonia, where the key success factor was creating unique content and integrating athletes into communication with fans.
Among effective tools are collaborations with fashion brands, launching exclusive merchandise, and hosting online events.
Digital platforms for women’s sports and active use of social networks are radically changing ways of interacting with fans.
For example, launching mobile apps with personalized notifications and exclusive content increases audience engagement by 30–40%.
In one of COREDO’s projects for a client from the United Kingdom, we implemented the integration of a fan platform with a ticketing system and NFT merchandise, which allowed us to expand monetization and collect valuable data for further analytics.
These achievements become especially significant against the backdrop of the rapid adoption of AI and advanced technologies in women’s sports.
Women’s sports and technologies are becoming an integral part of the business model.
The implementation of AI technologies in sports medicine for women, for example AI health rings for monitoring health status, allows not only to improve sports performance but also to reduce the risk of injuries.
COREDO’s experience in supporting the implementation of innovative solutions for sports academies in Singapore and Dubai has shown that integrating digital tools contributes to increased investor confidence and opens new sources of financing.
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.
A competently organized legal framework and a sound risk assessment: the foundation of successful and secure activity under dynamic regulation and growing competition.
Legal business support for sports starts with choosing the right jurisdiction and company structure.
In the EU and Asia registration requirements for sports companies differ in terms of transparency, the amount of disclosure, and the need to obtain specialized licenses.
The COREDO team regularly advises clients on choosing the optimal structure – from private limited companies to funds and associations, taking into account plans for scaling and attracting investment.
Compliance with AML (anti-money laundering) in the sports business is becoming a mandatory standard for all companies working with international financial flows.
COREDO’s practice confirms: implementing comprehensive KYC systems and automating transaction monitoring make it possible to minimize legal risks and increase the trust of banks and partners.
Special attention is paid to risk management when concluding sponsorship contracts and working with digital platforms, where it is important to ensure transparency of all operations.
Thus, issues related to compliance with international requirements directly intersect with matters of sports law and licensing.
International sports law and licensing issues are among the most complex areas for entrepreneurs.
The EU has strict requirements for protecting broadcasting rights, commercializing athletes’ image rights, and complying with GDPR when working with fan data.
The solution developed by COREDO for a client from Estonia included a comprehensive audit of licensing agreements and support in negotiations with regulators, which made it possible to avoid fines and accelerate market entry.
Scaling a business in women’s sports requires not only passion but also a clear understanding of growth mechanisms.
For entrepreneurs to move forward confidently, modern approaches to business models and financial planning play an important role; these are precisely the tools that will be discussed next.
Modern business models in women’s sports are built on principles of flexibility, digitalization and diversification of revenue streams.
Among the in-demand tools: crowdfunding, issuing tokens for fans, creating franchises and attracting venture capital.
COREDO’s experience in supporting business scaling in women’s sports in the EU and Asia has shown that the key success factor is the integration of financial and legal consulting at all stages of development.
| Business model | Example of implementation | Main advantages |
|---|---|---|
| Franchise | Women’s football academies in the EU | Fast market entry, brand recognition |
| Crowdfunding | Platforms supporting female athletes | Attracting a loyal audience, transparency |
| NFTs and digital assets | NFT merch, tickets | Additional revenue streams, fan engagement |
Sports franchises and startups involving female athletes are becoming a magnet for investors focused on ESG and social entrepreneurship.
The COREDO team supported the launch of a sports analytics startup where the involvement of a well-known athlete as a co-owner became a key argument for securing funding and building trust in the market.
Sustainable development of sport and integration of ESG principles are becoming the standard for international investors and partners.
In COREDO’s practice, we have implemented projects to integrate environmental and social standards into sports companies’ structures, which allowed clients not only to meet regulator requirements but also to increase appeal to global brands.
COREDO’s experience shows: a comprehensive approach, deep market understanding and strategic support at every stage are the key to success for entrepreneurs, investors and managers seeking to realize the potential of women’s sports at the international level.
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.
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.
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.
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.
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.
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 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.
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 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.
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%.
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.
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.
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.
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 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.
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 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.
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.
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.
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.
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:
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.
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:
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.
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 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:
Best practices for using AI in HR processes include:
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.
AI tools enable objective assessment of employee productivity and competencies using comprehensive KPIs and HR analytics.
Key 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.
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:
COREDO’s practice shows: implementing multi-level control systems and regular audits of AI solutions helps minimize these risks.
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:
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.
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:
How to start implementing AI for employee development in an international company:
How to minimize risks and increase ROI from AI investments in HR:
Recommendations for choosing AI tools and building an AI strategy:
Checklist for successful digital HR transformation:
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.
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:
Legal risks of grey schemes include:
The impact on a company’s reputation and investment attractiveness is one of the most underestimated factors.
Key legal risks of 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:
AML services implemented by the COREDO team cover:
okirovok.
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:
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:
Solutions implemented by the COREDO team include:
Thus, complying with a comprehensive approach to regulatory requirements creates a solid foundation for further legal support of 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:
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:
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.
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:
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.
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.
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:
Steps for safe registration and conducting business in the EU, Asia and Africa without gray schemes:
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.
| Risks of gray schemes | Legal consequences | Practical solutions |
|---|---|---|
| Violation of AML and compliance | Fines, sanctions, criminal liability | Implementation of AML systems, due diligence |
| Reputational losses | Loss of partners and investors | Reputational risk management |
| Tax risks and additional assessments | Financial losses and freezes | Legal support and audit |
| Use of offshore jurisdictions in schemes | Account freezes, investigations | Transparent registration and compliance |
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.
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.
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.
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.
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 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.
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.
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 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 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.
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 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%.
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 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.
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.
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 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.
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.
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.
ROI and KPI metrics for transactional matching include:
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.
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 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.
The COREDO team implemented similar steps for clients from Estonia and the United Kingdom, ensuring rapid deployment of solutions and risk minimization.
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.
The role of a legal consultant in AML and transactional matching: ensuring processes comply with regulatory requirements and protecting business interests.
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:
| Section | Main keywords (High, Medium, Low) |
|---|---|
| Introduction | transactional matching, transactional matching for business, the importance of transactional matching in business |
| What is transactional matching | transactional matching, transactional control, AML services, AML compliance for companies, prevention of financial risks |
| Legal support | legal support for companies, legal support during registration of legal entities, legal aspects in the EU and Asia |
| Technologies and automation | integration of AML systems with transactional matching, machine learning algorithms in AML, automation of legal support |
| International context | registration of legal entities in the EU, company registration in Asia, features of AML support when registering in Africa |
| ROI and effectiveness | impact of transactional matching on companies’ ROI, ROI metrics, legal risks of non-compliance with AML |
| Practical recommendations | best practices of transactional matching for international business, how to implement transactional matchingg, AML compliance |
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.
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.
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.
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.
Understanding *what such services include* and *why they are needed* is critically important for international companies facing different legal requirements and levels of threat.
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 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: 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, 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.
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 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.
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 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: 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.
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.
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 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.
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.
Every third entrepreneur loses up to 12% of revenue due to inefficient payment processes and non-obvious fees. Why, despite technological development, do payment transparency and security still raise questions? How can you adapt to the new rules if cross-border operations are the foundation of your business in Europe, Asia or the CIS?
In 2025 the EU payment directive reaches a new level: PSD3 changes not only technical standards but the very philosophy of payment regulation. The new payment rules affect everyone: from fintech startups to large international holdings. At stake are access to EU payment systems, competitiveness and business security.
In this article I, Nikita Veremeev, CEO of COREDO, share a practical guide to implementing PSD3: from strategic changes to concrete steps for legal support and ROI optimization. If you want not just to meet the new requirements but to use PSD3 to scale and protect your business, I recommend reading the piece to the end. Here — only current solutions tested in practice by COREDO in the EU, Asia and the CIS.
PSD3 does not merely update existing standards; it shapes a new ecosystem for all market participants: banks, non-bank PSPs, fintech companies and corporate clients.
The main objective of PSD3 is to ensure the security, transparency and innovation of EU payment services amid rapid digitalization. The directive strengthens EU payment regulation, closes the gaps of PSD2 and creates conditions for the emergence of new financial products, the integration of open banking services and effective fraud prevention.
This is especially true for companies operating in multiple jurisdictions, where the harmonization of rules is critical for scaling and optimizing payment processes.
| Aspect | PSD2 | PSD3 |
|---|---|---|
| Security | Implementation of SCA | Stricter SCA requirements, new authentication methods |
| Access for PSPs | Limited for non-bank PSPs | Equal access conditions for all PSPs |
| Fraud prevention | Initial measures | Expanded information sharing, improved monitoring |
| Fee transparency | Partial | Mandatory disclosure of terms and fees |
| Cross-border payments | Fragmented regulation | Harmonization and elimination of forum shopping |
| Innovation | Support for Open Banking | Expansion of digital innovations and API integrations |
The main changes of PSD3 in the payments sector affect a wide range of issues, from enhancing payment security to strengthening user rights and introducing new technological standards. The new directive is designed to adapt regulation to the realities of the modern digital market and create a more competitive, transparent and protected environment for all participants in the payment ecosystem.
PSD3 raises payment security standards to a new level. Strong customer authentication (SCA) now becomes mandatory not only for banks but for all payment service providers (PSPs), including non-bank organizations. New authentication methods include biometrics, digital identifiers and multi-factor solutions, which minimize the risks of fraud and unauthorized access.
PSD3 requires mandatory disclosure of all fees, terms and risks to customers. This creates new transparency standards and protects consumer rights in payments. For companies, this means revising client offers, automating information disclosure and implementing new tools for monitoring fees.
One of the key changes: equal access conditions for all PSPs, including non-bank organizations. Whereas banks could previously restrict access to payment systems, PSD3 now enshrines the right to non-discriminatory access for all licensed providers.
This opens up new opportunities for fintech companies and promotes competition. A solution developed at COREDO for one non-bank PSP allowed it to increase its market share in the EU by 18% within 6 months by quickly entering new payment systems.
PSD3 requires all market participants to share information about fraudulent operations and suspicious transactions. This creates a unified monitoring ecosystem and allows for prompt responses to new threats.
New standards for transaction monitoring and the automation of AML processes are among PSD3’s priorities. Implementing advanced transaction analysis systems, integrating with KYC and AML modules, and mandatory reporting of suspicious operations become an integral part of payment infrastructure.
PSD3 tightens SCA requirements by introducing new authentication methods: biometrics, one-time digital identifiers, integration with mobile devices and APIs for open banking. For businesses, this means the need to update IT infrastructure and review customer journeys.
I recommend starting SCA implementation with an audit of current processes and selecting solutions that comply not only with PSD3 but also with GDPR standards and national data protection laws. In COREDO projects we use multi-factor solutions that are easily scalable and integrate with existing systems.
PSD3 requires full disclosure of information about fees, timelines and risks of payment services. This increases trust and allows customers to make informed choices when selecting a provider. For companies, it is a call to automate disclosure processes and revise client offers.
PSD3 removes barriers for non-bank PSPs by enshrining the right to equal access to EU payment systems. This changes business models and requires a revision of legal market entry strategies.
Thus, the implementation of PSD3 opens new opportunities for fintech development in the EU and creates the prerequisites for changing approaches to international settlements.
PSD3 harmonizes the rules for cross-border payments in the EU and eliminates the phenomenon of forum shopping — when companies choose the jurisdiction with the least stringent regulation. Now requirements for transparency, security and reporting become uniform across all EU countries, and also affect interaction with jurisdictions in Asia and Africa.
The regulatory changes in PSD3 2025 require companies to review their AML and KYC processes, implement automated transaction monitoring systems, and provide regular reporting on suspicious transactions.
In COREDO’s practice, support for the implementation of PSD3 in international structures includes:
This is especially relevant for companies operating with multiple currencies and markets, where unified standards help minimize risks and improve the efficiency of payment processes.
The introduction of PSD3 opens a new chapter for the entire payments industry, requiring companies to rethink their approach to regulation and the security of financial services. To effectively prepare a business for PSD3, it is important to understand how these changes will affect processes, market participants’ roles, and the handling of customer data.
The first step is a detailed audit of current payment processes, assessing compliance with the new PSD3 requirements and analyzing the business model for risks and opportunities.
Implementing PSD3 requires not only technical changes but also a review of operational procedures, automation of reporting, and integration with external APIs (for example, for open banking).
COREDO’s experience shows that phased integration, starting with critical processes (SCA, AML, transaction monitoring), helps minimize risks and ensure business continuity.
Successful PSD3 implementation is impossible without regular staff training and the creation of a compliance culture. This includes training on new security standards, AML/KYC procedures, and handling customer data.
Legal support for PSD3 implementation is a key factor in minimizing the risk of fines and reputational damage. It is important not only to properly document all internal policies but also to ensure their regular updating in line with changes in national and European legislation.
Implementing PSD3 is an investment in security and competitiveness. To evaluate ROI, it is important to consider not only direct costs but also the reduction of operational risks, customer base growth, and increased market trust.
Key metrics: payment processing speed, reduction in the number of incidents, market share growth, reduced time for compliance procedures.
Next, we will consider the key aspects of legal support for PSD3 implementation in different regions.
PSD3 is becoming a driver of the digital transformation of payment systems and the financial sector. The integration of Open Banking, the development of digital identifiers, and the implementation of innovative customer authentication methods are opening new horizons for fintech startups and large companies.
PSD3 also contributes to the development of AML systems, the automation of transaction monitoring, and the creation of a unified ecosystem to combat fraud. This is especially important for companies operating at the intersection of multiple jurisdictions and currencies.
PSD3: this is not just another EU directive, but a fundamental transformation of the entire payments industry. For successful adaptation it is important to:
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?
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.
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:
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:
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 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:
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:
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 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.
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:
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:
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 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.
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:
For effective integration of AML and physical security, the COREDO team recommends:
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.
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:
In Africa, special attention is paid to the physical protection of facilities and access control, as well as adapting security standards to local realities.
The key aspect is choosing reliable partners to provide comprehensive business security. Criteria that the COREDO team uses when selecting private security companies:
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 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.
For an objective assessment of the effectiveness of security systems, COREDO uses a set of metrics and KPIs, including:
Using analytics and regular reporting makes it possible not only to monitor effectiveness but also to optimize security expenditures.
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.
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:
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.
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:
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.
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.
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:
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:
Online platforms for startups and business incubators are becoming an entry point for young entrepreneurs into the international ecosystem. COREDO’s experience shows:
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 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:
Features of company registration in Asia and Africa include the need to adapt to local regulatory requirements and cultural specifics of doing business.
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:
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:
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 and compliance are the foundation of long-term resilience. COREDO’s solutions for young companies include:
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:
Business sustainability requires integrating environmental and social standards from day one. Eco-startups and green technologies supported by COREDO demonstrate:
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 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:
Scaling and entering international markets is the next step for young companies. COREDO’s solutions include:
Financial planning and investment attractiveness are critical factors for startups. COREDO’s practice:
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.
This is not just a statistic from a recent Forrester report, but a reality that the COREDO team faces every day, helping businesses enter new markets, obtain licenses, and build compliance strategies. Why, despite the availability of analytical tools, do so many companies continue to use a scattergun approach, instead of building precise targeting, personalizing offers, and focusing on customer value?
What if your marketing and sales could work 2-3 times more effectively simply by correctly defining the ICP? How can you find and retain the very target audience that will not only deliver maximum ROI but also become a source of long-term growth and business resilience?
If you want to understand how to define the ICP for legal support, AML services, and company registration in different jurisdictions, read to the end. Here you will find not only answers but also concrete steps for business growth and scaling.
ICP and TA are two terms that often appear in marketing and sales, but they represent different concepts. To build truly effective communications with customers, it’s important to understand how the ideal customer profile (ICP) differs from the broader concept of the target audience (TA), and how this approach helps companies focus on those who will bring the greatest value.
In COREDO’s practice we start by building a client portrait: we analyze the industry, company size, decision-making structure, geography, regulatory requirements, as well as behavioral patterns — for example, how decisions are made about registering a company in the EU or choosing an AML service provider. Such a profile is always based on real data, not hypotheses.
The target audience is a broad circle of potential customers who may be interested in your product. The ICP is the “concentrate” of that audience — the segment with the greatest potential for growth and high customer value (Customer Value). Segmenting customers by ICP allows you to avoid spreading resources thin and to focus on those who deliver the maximum customer lifetime value (CLV) and predictable return on marketing investment.
COREDO’s experience has shown: if you build a marketing strategy only around the broad target audience, you risk low sales conversion, high lead-generation costs, and customer retention problems. Market segmentation and building an ICP make it possible to create personalized communications, improve lead quality, and optimize the sales funnel.
In international legal support and AML consulting, requirements for clients and businesses are much higher than in most other fields. For example, Registration of legal entities in the EU, Asia, or Africa requires not only an understanding of local legislation but also a deep analysis of risks, compliance, and regulatory adherence.
A solution developed by COREDO for one European fintech company showed that a correctly defined ICP not only helped accelerate obtaining a license, but also reduced the risk of regulator refusal. In the B2B legal services segment, ICP becomes a tool for risk management, improving AML effectiveness, and building long-term client relationships.
The importance of ICP for business growth cannot be overstated: a clear profile of the ideal customer not only helps focus resources but also forms the foundation for effective growth. Understanding who brings the most value to the company allows companies to increase ROI, optimize marketing, and achieve strong financial results.
Accurate data on the ideal customer profile make it possible to choose relevant promotion channels, craft a value proposition, and forecast marketing ROI. International studies (for example, Gartner, 2024) confirm: companies that integrate ICP into their marketing strategy achieve a 30–50% increase in sales conversion and a 20–40% reduction in customer acquisition cost (CAC).
COREDO’s practice confirms: using ICP in B2B legal services not only increases the effectiveness of marketing campaigns but also quickly identifies “bottlenecks” in communications, optimizes budgets, and improves key performance indicators (KPIs).
An accurate ICP is the key to high sales conversion. When the sales department works with a lead that fully matches the ICP profile, the likelihood of a deal increases 2–3 times. This is because the customer is already “ripe” for purchase; their pain points and needs align with your offering.
The COREDO team implemented a project to register companies in Singapore and Estonia for clients who had undergone preliminary ICP segmentation. The result — 68% of leads moved to the contract discussion stage, and the average deal cycle shortened by 25%. This effect is achieved through targeting and retargeting, as well as ongoing work on lead quality.
Turning to retention and loyalty issues, it is important to consider how a properly constructed ICP affects long-term customer relationships and the rate of repeat business.
Long-term customer retention and CLV growth are impossible without an accurate ICP. If a company focuses on its “own” clients, customer loyalty and repeat sales increase while retention costs decrease. COREDO’s practice shows: implementing ICP in legal support and AML services makes it possible to build individual retention strategies, personalize the customer experience (Customer Experience), and increase customer loyalty.
How to determine ICP: methods and steps is not a one-off exercise, but a comprehensive process that requires a careful approach at every stage. Only through collecting and analyzing relevant data can you form a profile of the ideal client that best aligns with your business goals and ensures effective returns from marketing and sales.
First step: collecting and analytics of client data. This uses both internal CRM systems and external sources (reporting, market research, Big Data). At COREDO we analyze not only demographic parameters but also behavioral patterns: how clients make decisions about registering a company in the EU, which AML requirements are critical for them, and which communication channels they prefer.
Data collection technologies — from automated CRMs to Big Data tools — allow building dynamic ICP profiles and quickly responding to market changes. This approach is especially important for international business, where compliance requirements and AML may change annually.
One effective method is ABCD client segmentation. It allows dividing the database into four categories:
At COREDO we use ABCD segmentation to assess the client base when registering legal entities in Europe and Asia, as well as when implementing AML services. Such analysis helps determine which segments to focus on to increase marketing ROI and optimize the sales funnel.
COREDO’s solution for one fintech client included building ICP based on analysis of the client base and industry data, which made it possible to increase conversion in B2B sales of legal services by 42%.
Mistakes in defining ICP can cost a business not only time but also significant resources, since a poorly compiled profile leads to ineffective client management and lower conversion rates. To avoid common pitfalls and increase returns from sales and marketing, it is important to know the main mistakes when creating an ICP and to establish the right approach in advance.
COREDO’s experience shows that such mistakes lead to problems with scaling the business, decreased marketing effectiveness, and higher customer acquisition costs.
In one of COREDO’s case studies for a client entering the UK market, an incorrectly defined ICP led to delays in obtaining a license and a 30% increase in the cost of marketing campaigns.
The COREDO team recommends building the ICP updating process as part of the risk management system and strategic planning.
An ICP for finding a target audience in international legal business is a tool that allows you to systematically describe the key characteristics of potential clients, taking into account the specifics of global markets. The approach to forming an ICP helps law firms accurately determine who to target when entering new countries and regions and to build development strategies that consider the characteristics of each target group.
International business requires taking into account clients’ cross-cultural characteristics, differences in legislation and industry specifics. An ICP for companies in Europe and Asia should consider not only business size and industry, but also parameters such as compliance requirements, language and cultural barriers, and decision-making peculiarities.
In COREDO’s practice of registering legal entities in the Czech Republic, Slovakia, Cyprus and Singapore, we take into account local regulatory requirements as well as behavioral patterns of clients from different regions. This approach allows adapting the ICP to regional specifics and increasing sales conversion.
An accurate ICP is the foundation for selecting effective promotion channels: from specialized B2B platforms to personalized email campaigns. Using an ICP in marketing enables building targeting and retargeting, personalizing offers and optimizing the marketing funnel.
COREDO’s solution for one client in the AML services sector included integrating the ICP into an automated CRM system, which reduced cost per lead by 35% and improved lead quality for the sales department.
| Benefits of a proper ICP | Risks from errors in the ICP |
|---|---|
| Increase in marketing ROI | Decrease in marketing effectiveness |
| Improved lead quality | Higher customer acquisition costs |
| Acceleration of the sales cycle | Problems scaling the business |
| Reduction in AML risks and fines | Risks of non-compliance |
| Increased customer loyalty | Loss of competitive advantages |
| Improved customer experience | Decrease in CLV and repeat sales |
Defining an ICP is not just a marketing tool but a strategic asset for legal support, AML services, and the registration of legal entities in international business. In-depth analysis, regular updates, and the integration of the ICP into business processes help minimize risks, increase marketing effectiveness, and ensure long-term growth.
If you want to take your business to the next level, start by building or optimizing your ICP. The COREDO team is ready to share the experience and tools that will help you find and retain your “own” clients: in Europe, Asia, and around the world.
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.
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.
This approach gives an objective picture of the company’s security posture.
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 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.
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:
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.
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.
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 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.
Regular training, phishing simulations and access control significantly reduce the likelihood of successful attacks.
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.
This ensures not only rapid restoration of operations but also minimization of damage to the business.
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.
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.
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.
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:
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:
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.
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:
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.
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:
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.
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:
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.
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:
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.
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:
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.
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:
| Step | Brief description | Key actions |
|---|---|---|
| 1 | Rapid detection and damage assessment | Start monitoring, audit, analysis of affected data |
| 2 | Immediate response and containment | Block vulnerabilities, implement MFA, notify services |
| 3 | Legal support | Notifying regulators and clients, compliance, documentation |
| 4 | Recovery and damage minimization | System recovery, communication, reputation management |
| 5 | Implementing comprehensive methodologies | Automation, ISO 27001/NIST standards, training, scaling |
Priority recommendations:
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.
What are the first steps after a data breach?
How should clients be notified?
Which standards are most relevant?
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:
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.
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:
To appear in search engine neuro-answers, it is necessary to take into account the specifics of how AI answer blocks are formed:
In generative optimization, the transparency of sources, the relevance of content for LLMs, and compliance with new quality standards play a key role.
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 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.
COREDO uses APIs and generative optimization tools to rapidly scale projects in Europe and Asia, providing sustained growth in visibility and trust.
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.
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 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.
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.
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.
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.
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.
Particular attention is paid to token ownership rights, protecting investors’ interests, and compliance with blockchain security standards.
COREDO’s solutions include developing internal policies, preparing legal documents, and support in obtaining licenses (including crypto, payment, and brokerage licenses).
AML services for companies are becoming an integral part of tokenization processes.
In one COREDO case for an EU client, a system was implemented where each stage of issuing tokenized bonds was accompanied by an automated check for AML compliance, and all transactions were recorded in an immutable registry for subsequent audit.
The use of digital certificates and integration with international databases allow brokers to timely detect suspicious operations and minimize legal risks.
Thus, modern AML procedures become the foundation of trust in tokenization, after which the legal aspects of working with tokenized securities in different jurisdictions gain particular importance.
The legal aspects of securities tokenization in Europe, Asia and Africa are becoming increasingly significant against the backdrop of the global development of blockchain technologies and the emergence of new forms of digital assets.
Effective and secure tokenization requires compliance with international standards that define the legal frameworks for circulation, investor rights protection, and regulation of the tokens themselves in various jurisdictions.
In Asia, key centers remain Singapore, Hong Kong and Japan, where their own regulatory sandboxes and licenses for digital securities operate.
Legal entity registration in the EU (for example, in the Czech Republic, Estonia, Cyprus) requires compliance with a number of procedures: name reservation, preparation of the articles of association, disclosure of beneficiary information, and KYC.
In Africa, where tokenization is only gaining momentum, adaptation to local AML and digital identification requirements is important.
International tokenization projects require compliance not only with European but also with Asian and African standards, which complicates legal support.
Tokenization in the brokerage business opens up new tools to increase efficiency and competitiveness in financial markets.
In COREDO projects, clients record infrastructure cost reductions of up to 40%, as well as increased transaction volumes due to entering new markets.
The impact of tokenization on capital structure is manifested in the ability to flexibly manage shares, issue new classes of tokens (for example, tokenized bonds or derivatives), and attract investments through digital platforms.
Scaling brokerageBusiness opportunities using tokens are realized through automation of processes, integration with decentralized finance (DeFi), and the ability to offer new products (tokenized ETFs, fractional investments, digital bonds).
COREDO’s experience shows: implementing DeFi solutions requires not only technical but also legal expertise to minimize regulatory risks.
In Asia and Africa, tokenization contributes to access to capital, lowering barriers for investors, and the development of new models of corporate governance.
COREDO’s implemented cases confirm: integration of tokenization with traditional financial instruments allows companies not only to optimize business processes but also to create sustainable competitive advantages in the global market.
| Aspect | Traditional brokerage activity | Brokerage activity with tokenization |
|---|---|---|
| Asset ownership | Full, limited | Fractional ownership through digital tokens |
| Speed and transparency of transactions | Medium, with intermediaries involved | High, automation through smart contracts |
| Legal support | Standard | More complex, taking into account international regulation |
| Risk management | Traditional methods | Integration of AML/KYC, blockchain transparency |
| Scalability | Limited | High, thanks to digital tools |
Final thought: Tokenization is not just a technological trend, but a fundamental change in financial infrastructure. COREDO’s experience proves: only a comprehensive approach to legal, technological and compliance aspects allows entrepreneurs and brokers not only to adapt but also to become leaders of the financial revolution 3.0.
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: 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.
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.
COREDO’s practice confirms: banks often use fees as a tool to limit fintech competition. Among the most common strategies:
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.
Regulatory approaches to bank fees in the EU and Asia differ significantly, which affects the strategy for fintech companies entering international markets.
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.
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.
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.
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.
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.
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:
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.
| Region | Main types of fees | Impact on fintech competition | Regulatory features |
|---|---|---|---|
| EU | Interchange, merchant fees | High fees are holding back BNPL growth | Strict AML/KYC, BNPL regulation |
| Asia | Varied payment fees | Rapid fintech growth, but with regional barriers | Evolving regulation, emphasis on digital identification |
| Africa | Transaction and servicing fees | Limited access to banking services | Focus on financial inclusion, less developed regulation |
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.
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 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 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.
| Parameter | Oil Wells | Pipelines |
|---|---|---|
| Costs | High at the start, unstable | Optimized, predictable |
| ROI | High in individual projects | Stable, growing |
| Risks | Dependence on large clients, regulatory complexities | Distributed, manageable |
| Scalability | Limited by resources | High, thanks to automation |
| Stability | Medium, depends on new deals | High, due to repeatability |
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 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.
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.
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 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 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.
The choice of strategy is determined by several key criteria:
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.
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.
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.
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.
This approach contributes to the formation of an AI ecosystem, the integration of AI into corporate governance, and increased transparency of business processes.
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.
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.
| When to apply | Oil Wells | Pipelines |
|---|---|---|
| Startup stage | Fast launch, custom projects, high margin | Building standard products, automation |
| Growth | Expansion through large deals | Scaling through repeatable processes |
| International expansion | Requires complex legal support | Focus on compliance, AML, standardization |
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.
