Intelligence sharing has long been recognised as one of the most effective ways for financial institutions to fight fraud and financial crime. By collaborating across companies, industries, and even borders, firms can identify suspicious activity earlier, recover stolen funds faster, and disrupt criminal networks more effectively.
Regulators support the practice, secure technology exists to enable it, and industry consortiums are working on shared standards. Yet many financial institutions continue to hold back, claims Salv.
After five years building Salv Bridge and working with over 100 institutions across Europe, Salv has concluded that the real problem is not legal or technical — it is cultural. Despite growing regulatory clarity and proven tools, many organisations remain hesitant to act.
For years, a perception has persisted that sharing intelligence is legally risky. However, this has become increasingly outdated. Both the UK and EU have laid out clear pathways for suspicion-led information exchange. Article 75 of the EU Anti-Money Laundering Regulation, PSD3, and the UK’s Economic Crime and Corporate Transparency Act 2023 all encourage — and in some cases will soon mandate — structured and auditable collaboration between institutions.
The technological infrastructure is also in place. Platforms like Salv Bridge already facilitate secure and compliant investigations with encryption, access controls, and full audit trails. Thousands of investigations have been successfully conducted, showing that technology is no longer a barrier.
So why the hesitation? Salv argues it comes down to institutional culture. Senior compliance leaders may support intelligence sharing in principle, but many struggle to push through change in practice. Common questions include how to gain sign-off from legal teams, how to involve data protection officers, and how to update compliance processes. In large organisations, the fear of being the first to act often outweighs the potential benefits, leaving many staff resorting to informal channels such as WhatsApp or personal networks to share information.
However, change is possible. Salv has seen momentum build when senior leadership actively endorses initiatives. In Estonia, for example, CEO-level backing helped accelerate adoption across banks, signalling to peers that the time had come to act. Shared spaces, such as in-person community sessions with regulators, have also helped build trust and a common language, giving teams the confidence to formalise intelligence sharing.
Looking ahead, the regulatory direction is unambiguous. With PSD3 and AMLA’s rulebook on the horizon, the frameworks will only become more robust. The challenge is cultural, not structural. Salv’s message to financial leaders is clear: do not wait for others to take the first step. By embracing collaboration now, institutions can protect victims, reduce losses, and deliver real impact in the fight against crime.
Culture may be hard to change, but shifting it could prove the most decisive factor in strengthening financial crime prevention.
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