Danos Group
27 Mar

With the current lockdown of countless cities and countries, many companies have adopted for working from home policies, and new talent is being onboarded virtually.

We have seen a flurry of new starters working remotely and we are very pleased to report that we are successfully supporting our clients with the virtual onboarding of new permanent employees, contractors, and consultants.

We asked some of our recent on-boarders and hiring managers to share their experiences…

“We have used Danos many times to hire previously and trusted their recommendations on contractor hiring. The onboarding of a candidate was achieved within 48 hours as requested and we are pleased to have had the extra onboarding support from Danos at this difficult time”. Head of Compliance, Asset Management.

“A prime example of how recruitment in an ever changing and dynamic environment can still be executed efficiently and swiftly.  The Danos team facilitated a streamlined and adapted recruitment process to support the financial services industry being thrust into uncharted territory, whilst still meeting the high standards required by their clients.  Very impressed by the team’s work ethic and diligence in making ‘virtual’ recruitment an entirely seamless and successful experience”. Compliance Consultant, Private Equity.

There are many guides on how to onboard remote staff, here are eight top tips for hiring managers:

IT hardware and manuals – Don’t forget a mouse and keyboard. Your IT department will assist with setup.

File and software access – Identify what is required and notify your IT department to provide the right level of access.

HR paperwork – Having your new hires sign employment contracts and other legal documents can be time-consuming if they need to print, scan and email all copies or send them via mail. Consider using an e-signature tool, like HelloSign or DocuSign, so that employees can add their signatures digitally and share contracts in a secure environment.

Company communications – Ensure new hires understand how to use the company communication tools. Describe the best ways to contact managers, team members and how to troubleshoot communication technology. People might need support setting up tools such as:

  • Company email
  • Group messaging tool
  • Video conference software (Skype, GoToMeeting, Zoom, Cisco….)
  • Webphone application

Company culture – To help them understand the culture, share:

  • Your employee handbook in digital format
  • Any presentations or literature on your company values
  • Pictures and videos from recent all-hands meetings
  • Overview of the company’s charity work and support programmes 
  • Articles or podcasts that describe your company’s ethos

Goals and expectations – Prompt managers and/or the new hire to set clear goals and expectations, including completion of online training:

  • Define short-term and long-term goals
  • Develop and share a task calendar after new hires’ training and onboarding sessions

Scheduled meetings – Connecting with people is very important, with today’s technology we can do this very effectively remotely, set-up:

  • Weekly one-on-one meetings to discuss upcoming projects, progress and resolve potential issues
  • Meetings with team members and other key employees. These meetings could be one-on-one and/or group calls with: Managers, Direct reports, Coworkers, Key stakeholders from other departments

Role-specific training – Use interactive training courses, that are user-friendly to boost engagement:

  • Record product demos to better explain features through video
  • Arrange a training with your IT department. Remote workers should get familiar with: File-sharing applications and cloud backup software (like Google Drive, Dropbox, Carbonite). Computer security (for example, how to lock laptops and install anti-virus software). Password management and data encryption tools to protect their devices

Onboarding remotely is different. It’s done virtually: an introductory handshake becomes an introductory message and a welcome lunch becomes a greeting over technology (email, video, audio). However, it is evident, more so in these current times, that if new hires are properly onboarded virtually then they will thrive in their remote roles.

If you would like advice on virtual onboarding or have any questions on virtual permanent or interim hiring, please feel free to reach out to our experienced team and they will be happy to support you in anyway.

Click here to meet the Danos Team

19 Mar

“During this period of change and uncertainty we want to emphasise our commitment to supporting clients and candidates in any way we can.

If you have any concerns around market conditions or the recruitment sector across our specialist practice areas, please reach out to one of the team who will be there to discuss and advise.

What we have seen this week is still a decent level of demand across Compliance, Risk and Legal, although there will obviously be some adverse reaction certainly in the short term.

Based on our experiences from our APAC offices, earlier in the year when they were dealing with the same challenges the rest of the world is facing now, the effects on our sectors were minimal and demand has now picked back up to pre-crisis levels.

We are committed to supporting businesses and individuals, please do not hesitate to contact us. We are here to support you.”

Dominic Danos & The Global Team

Click Here For The Team Contact Details

02 Mar

The size of the online global gambling market (including online gaming, arcade games, lottery, scratch cards) is set to double by 2024. The current size of the market is almost 46 billion US dollars, by 2024 it is anticipated to be valued at more than 94 billion US dollars.

There is no single piece of legislation that covers the legality of global internet gambling. Legal and regulatory disputes are dealt with mostly by countries own local law. These laws vary largely from one region to the next, many regions make regular changes to their legislation as well.

In the UK, the Gambling Commission has stepped up its monitoring and investigation of compliance failings included but not limited to Anti-Money Laundering (AML), underage users, unfair terms, and breaches of Advertising Standards. Lack of compliance will result in operator licenses being withdrawn, high financial penalties and the banning of irresponsible individuals operating in this sector.

The Gambling Commission reported they carried out more than 160 investigations in the 2018/2019 financial year and imposed a variety of sanctions on operators. Betting companies in the UK paid out £19.6 million in penalties over the course of the year, for failing to protect problem gamblers and the stopping of money launderers.

Though the gambling and gaming market is a very attractive growth market, it is essential that operators pay close attention and comply to the rules and regulations.   

There are three principles that operators need to cover under Gambling compliance:

  • Keep crime out of gambling.
  • Conduct operations in a fair and open way.
  • Protect children and vulnerable individuals from being harmed or exploited by gambling.

The Gambling Commission has set out clear advice and guidance on how to comply with the law and license conditions and codes of practice. Covering social responsibility, AML, technical standards, complaints handling and Alternative Dispute Resolution (ADR), and sector specific compliance. But having a strong compliance culture is more than just complying to law and license conditions, the following should also be in place:

  • Compliance requirements to be set and constantly monitored and updated in line with regulatory changes and business changes.
  • Regular internal audits and assessments of processes to monitor performance and efficiency of systems and processes.
  • Senior Management to set a customer centric culture by accentuating social responsibility, that aligns with long term financial viability and growth of the organisation.
  • Roles and responsibilities need to be defined, where employees having clear understanding of their accountabilities.
  • Each department and individual have a role in initiating and maintaining social responsibility and AML practices.
  • Revenue generating teams’ form part of the compliance structure, to form first line of defense against compliance risk.
  • Thorough training of staff as teams grow or staff change. In addition to refresher training for established staff.

If you are currently operating in this market or you are looking to enter, you will need to ensure that your business is complying. Danos Consulting is here to support you, we can help ensure that you understand the legislation and that you have the right processes in place. We can support you with:

  • Review of local and country specific guidelines and requirements.
  • Gap analysis of current Social Responsibility and AML systems, processes and procedures.
  • Adherence to regulatory change including the Fifth Money Laundering Directive.
  • Gap analysis of current organisational systems, process and procedures.
  • Delivery of training.
  • Project management of implementations.

Danos Consulting is a leading supplier of Compliance and Risk personnel globally. With an unparalleled talent network including consultants based in Malta, Gibraltar and Cyprus, we provide experienced, first class practitioners at affordable costs on an international scale. We have a bench of over 800 Compliance, Risk and Legal Consultants, which we use to resource projects.

Danos Consulting can offer a range of solutions tailored to your personal needs. If you would like more information or have any questions, please contact us.

Katherine Lord
Associate Partner, Head of Danos Consulting
Tel: + 44 (0) 207 010 1153
Email: klord@danosconsulting.com

Source: Market value of online gambling worldwide 2017 and 2024. Published by S. Lock, Sep 23, 2019.

Source: Gambling Commission – How to comply to your licence.

31 Jan

Since the last UK general election (December 2019), the Danos Group has experienced a significant surge in recruitment activity in the UK and across Europe. The start of 2020 is noticeably busier than early 2019. Confidence across the market has improved considerably, and the Danos Group has had its busiest ever December and January.

During the last six months of 2019 Danos Associates experienced an increase in search recruitment activity, despite the continued economic instabilities. Firms did not have the staffing resources to execute their business growth plans, and they no longer let the UK’s political indecisions hold them back. From the summer we started to see a significant rise in hiring August was our leading summer month on record. This then surged post the December UK general election and the confirmation that Brexit was going to happen.

Across 2019, we saw high recruitment demands across the European financial centres including Amsterdam, Dublin, Frankfurt, and Luxembourg, coupled with the continued growth of nearshoring centres across Eastern Europe.

The second half of 2019 was our strongest period in the North American market since establishing ourselves in 2014. Over the last year, we have seen our business grow beyond that of New York City where our US headquarters is located. We are now working with clients across the US, branching further into the Los Angeles, and San Francisco markets, as well as undertaking searches in Boston, Chicago, and Greenwich.  Our networks in all these markets have grown considerably.

As the nearshoring phenomenon continues in the US, we anticipate increased activity this year, as we support our clients in relocating teams to lower-cost centres, away from more expensive traditional Financial Services hubs. Even with the nearshoring trend, our clients in New York City continue to be very active, with lots of hiring occurring.   

Our Singapore office had a very strong second half of 2019, they delivered the best performance ever, this growth and demand is set to continue in 2020. We have seen rapid growth as new FinTech companies enter the market, and we are seeing a high demand for strategic or innovative candidates. The MAS (Monetary Authority of Singapore) fully support the importance of the FinTech opportunities as highlighted by their Managing Director Mr Ravi Menon, “Singapore’s FinTech journey is about innovation, inclusion and inspiration. Everything we do in FinTech must always have a larger purpose – to improve the lives of individuals, to build a more dynamic economy, to promote a more inclusive society”.

Despite Hong Kong being immersed in anti-government protests for months, there are opportunities, and it was recently reported by the Asia Securities Industry and Financial Markets Association, that the Hong Kong capital markets remain an important gateway between China and the world. Last year in the months of November and December our clients were hiring actively, and we continue to experience a good level of search activity in this market.

Danos Consulting had its best year ever in 2019, with demand concentrated predominantly across buyside, FinTech and the medium sized banking groups. 2020 brings a certain degree of transition due to the upcoming legislation, and the larger banking groups blanket approach of putting all interim/consultants inside IR35. Those firms taking a case-by-case approach are managing to secure some of the best shorter-term staffing solutions available. We expect the market to remain solid through the early part of 2020 and then pick-up rapidly post the IR35 implementation hiatus.

Whilst it is certain that we will continue to experience local and global challenges, our specialist teams will stay close to our clients and their markets, ensuring that we understand the ever-changing environment that they operate within. Whether it is the changes in regulation or the political landscape, we will continue to find innovative solutions to ensure our clients have the best talent in place to support and grow their businesses.  

If you would like to discuss your hiring strategies or consulting projects, then please do get in contact.

Dominic Danos
Global Managing Partner

14 Jan

As a global headhunting firm that specialises in Compliance, Legal, and Risk within the Banking and Financial Services Industry, we had a busy 2019 adapting to new and developing trends within the sector, around the globe.  From the growth of teams across Europe in anticipation of ‘Brexit’, to the expansion of the Singapore market, and the changing geography of Compliance within the US – 2019 has been a year of change. 

The regulatory landscape is an ever-changing beast, and in our experience, reacts (or proacts) to various trends, including profitability of business lines, business lines that are in trouble, the economy, socio-political events, and so on.     

Hiring in this space naturally reacts to the needs created by these trends, so we constantly get asked “what is going to happen with hiring in 2020?” by our clients and candidates. We can formulate an opinion, gleaned from hundreds of conversations with practitioners every week, and are able to give a coherent view.  

US Compliance Market Trends

As far as the US Compliance ‘market’ is concerned, in 2019 we saw new and developing trends that have required creative, and expert headhunting skills to find the right people for our clients. 


The ‘near-shoring’ phenomenon is happening in most ‘tier one’ Global Banking and Markets institutions.  The practice of relocating teams to lower-cost centers, away from more expensive traditional financial services hubs, is in full-throttle.  In 2019 we supported many clients with their hiring in these new hubs; in fact, this activity is at the highest level we have seen since launching Danos Associates US back in 2014.

There is much ‘academic’ debate around the long-term wisdom of this practice, but most big firms are doing it.  Near-shore / low-cost / high-value centres are growing all over the US. While this creates opportunities and economic growth in these new near-shore hubs, and makes short-term economic sense to firms engaging in the practice, the other side of the coin sees jobs moving away from traditional financial services centers like New York City, and presents future hiring problems in the new hubs where experienced talent is less abundant.

As a result, more candidates are open to relocation, considering opportunities in a different sector within the industry, or moving to a non-peer firm. 

While the ‘tier one’ investment banks are all doing this to varying degrees, second and third tier firms are very active in hiring in the traditional hubs.  We see constant migration of talent away from the tier one firms into this space, which can present great opportunity and exposure for candidates used to a bigger firm environment.  

Buy Side

Compliance hiring within buy side firms has been very active in the last 12-24 months.  The big players continue to build out investment bank style compliance structures, and therefore attract much talent from the sell side.  Also, with many firms developing new products and strategies, there has been constant demand for strong Compliance and Legal personnel to support those business lines. 

The Private Equity space has been particularly active in 2019, we placed multiple candidates with Private Equity clients in New York, Chicago, San Francisco, and Washington DC. 

Anti-Financial Crime

Anti-Financial Crime Compliance has been in particular growth over the last year and we saw a continued demand for strong candidates across Sanctions, Financial Investigations, Trade Surveillance, Anti Money Laundering, KYC & Enhanced Due Diligence, etc. and across various US locations, including New York, Chicago, Houston, and Dallas. 

This will undoubtably be a major growth space within Compliance in 2020, as the trend of pushing into new business lines that have higher financial crime risk attached continues.  While for many firms, this means the broader consumer banking space, there is still much hiring activity for financial crime talent within institutional client focussed businesses.   

Consumer Banking

Many of our global banking group clients have been pushing more into consumer banking and away from the previously hot institutional space.  Whether it be via digital banking and lending, mortgages, or cards, there has been a clear push in this direction for many firms who have not focussed so much on those spaces before. 

This obviously creates more opportunities for Legal & Compliance practitioners in the consumer banking and cards industries, with many big firms building out a presence in various locations across the country, which echoes the near-shoring trend discussed above.

During 2019 we started working with multiple new client firms across the US, branching further into the San Francisco, and Los Angeles markets, as well as undertaking numerous searches in Chicago, Boston, Houston, and Greenwich.  Our networks in all these markets have grown exponentially.  That said, New York City, where Danos Associates US is headquartered, continues to be very active, with lots of recruitment happening (despite the near-shoring).  

We would like to thank our new clients for some exciting and interesting projects, you made 2019 very interesting for us.  And of course, our longer-tenured clients are very important to us, and we thank you for your continued partnership.  

Going into a new decade and 2020, we feel very well-placed to help with Compliance and Legal hiring, across all the major hubs in the United States.  We very much look forward to our continued work in the US market and partnerships with some incredible clients and candidates. 

As a leading supplier of Compliance and Legal personnel to the global Banking and Financial Services Industry, we are extremely well-placed to find you the best matched candidates. We have a strong track record in Compliance and Legal recruitment from Associate level to Managing Director.  Please contact me to discuss this further or to ask any questions about the changing landscape.

23 Dec

A few months ago, we discussed why the Financial Services industry should care about achieving a diverse and inclusive workforce, and highlighted some of the benefits, including:

  • Diverse and inclusive workforces help businesses better relate to the global markets they operate within
  • Leads to higher employee satisfaction
  • More likely to have financial returns above their respective national industry medians

While it is great to talk about why diversity and inclusion is important, and necessary in today’s hiring landscape, the question remains as to how companies are ensuring they achieve these goals. There are many diversity and inclusion best practices that firms may use, but we wanted to highlight a few simple areas to consider, and that you can implement straight away into your hiring process.

In order to gain some insight into this topic we talked to Jennifer Brown, an award-winning diversity and inclusion, speaker and consultant, who boasts nearly 15 years of experience in this space. Her new book, How to Be an Inclusive Leader, hit the bookshelves this summer. 

Job Postings

From Jennifer’s perspective, if you want to build a diverse team of professionals, the first place to start should be the Job Posting. According to Jennifer, “Hiring requirements can be so narrow that they become biased themselves”. Her suggestion is to revaluate how you are writing job descriptions to stop unintended bias. This means eliminating gendered words like “compete”, “dominant”, or “adventurous”.

This is backed up by research from studies published in 2011, from the University of Winnipeg, by professor Danielle Gaucher, who found that “Gendered wording is common in male-dominated fields, and contributes to the division of traditional gender roles by dissuading women’s interest in jobs that are masculine worded”.

While rewording job specifications may seem like a daunting task there are tools out there like Textio, that help hiring managers analyse job postings for gendered and non-inclusive language, by judging it against a “bias meter”, which reflects how inclusive a job posting’s language is.

Firms are also finding success by inviting under-represented people to apply in the body of a job post. This simple prompt goes a long way in making a candidate feel welcome to apply.

Selection and Bias

Bias can also find its way into the candidate selection process. A 2003 study from the National Bureau of Economic Research found that, whether they intend to or not, recruiters tend to discriminate based on candidates’ names, and assume race/gender when screening resumes. There is an inherent tendency to “pattern match” while reviewing resumes, from Universities to previous Companies worked.

In order to eliminate bias in resume evaluation, Jennifer Brown suggests “Rethinking the reliance on the resume”. While looking at resumes, hiring managers should consider the bottom-line needs and criteria of a Company and evaluate whether a candidate has the skills to meet these needs.

Project Include, is a non-profit that uses data and advocacy to accelerate diversity and inclusion in technology recruitment. They write in their hiring guide – “Think about employing a ‘distance travelled’ metric: Where did a candidate begin their journey? Which achievements were accidents of birth and linked to privilege (e.g. an internship at a family or friend’s company) as opposed to earned in a meritocratic competition?”.

Outside of the interview and selection process, Financial Services firms have found that diversity and inclusion cannot be improved by better hiring practices alone. Therefore, Financial Services firms are investing in programs that offer mentorship and education for underrepresented groups. Programs like “Girls Who Invest”, are backed by firms like Oaktree and TPG, and strive to increase the number of women in portfolio management and executive leadership in the Asset Management industry. 

At Danos Associates we adopt at headhunting approach to our recruitment process. That means that we don’t have candidates apply directly to us. Instead, we actively go out and find candidates for each role, which means the onus is on us to find the best possible candidates for each job, using a variety of different metrics.

We take the time to meet with each candidate in person and get to know each candidate before putting them forward for your roles. We feel that we are uniquely placed to ensure we are doing our part to find diverse candidates and, in turn, the strongest candidates for each job.

We approach every search with an aim towards diversity and inclusion. While skillset and experience remain a focal point in our selection process, we strive to ensure that each shortlist reflects a diverse range of experience, culture, and backgrounds.

We pride ourselves on being able to match talent not just to the requirements of the role, but also to the style of the organisation.

Get in touch with us today to discuss your diversity and inclusion efforts and how we can assist you with your search and selection.