运营、合规与信息安全领域的资深咨询服务。

监管 · 支付 · 并购

FINTRAC 注册的加拿大 MSB 十二天内完成股权过户。

一家欧盟支付运营商需要进入北美支付网络，但不愿耗费三到六个月走 FINTRAC 申请流程，也不愿应对美国按州逐一办理 Money Transmitter 牌照的复杂局面。Lariat 为买方匹配了一家在不列颠哥伦比亚省完整注册、FINTRAC 牌照有效且无经营记录的休眠 MSB 公司，开展五天定窗尽职调查，起草股权转让协议，并向 BC Registry 与 FINTRAC 申报变更。监管层面的过户在五个工作日内完成，正式交接在第十二天结束。

运营 · 制药

为某全球前五大制药企业搭建精益六西格玛与数字化的流程基础。

某全球前五大制药企业需要在大规模推进改进之前，先对端到端的全球运营进行标准化。Lariat 派驻资深 PMO，建立了项目治理体系，并主导 38 项跨 8 个工作流的流程上传至统一数据源。项目收尾时，Phase 1 全部交付完成，精益六西格玛与数字化已在 Lariat 搭建的基础之上启动。

合规 · 支付

从 FCA 初步范围界定到获批支付机构，历时十一个月。

「Lariat 用十一个月时间，带领我们从 FCA 初步范围界定走到 PI 牌照获批。他们对监管机构期望的精准把握，正是技术合规的申请与真正具说服力的申请之间的差距所在。」

— FCA 授权支付机构首席执行官

安全 · 支付

为一家 FCA 授权的支付公司在七个月内完成 ISO 27001 认证。

一家成长期的支付公司需要 ISO 27001 认证,以赢得企业客户并通过合作银行的尽职调查——但当时既无 ISMS、也无安全职能,更无现实可行的时间表。Lariat 审慎地将 ISMS 范围限定为仅覆盖受监管的支付流程,设计了控制框架,在工程与运营层面完成差距整改,并支持公司通过 Stage 1 与 Stage 2 审核。认证在七个月内完成,无任何重大不符合项。两份原本因等待认证而停滞的企业合同,在认证获得后六周内成功签约。

运营卓越 · 医疗科技

[TRANSLATE] Process baseline for an ERP-led integration of two medtech portfolios across emerging markets.

[TRANSLATE] A global medtech group was combining two related device portfolios onto a single ERP and a new in-country distribution model across several emerging-market geographies. Lariat embedded with the client's continuous-improvement team, ran SME workshops across operations, finance and customer service, and delivered Level-2 As-Is process maps spanning order-to-cash, inbound intercompany, outbound, inventory, returns, and the field-equipment and consumables flows specific to medical devices — plus the To-Be model for the highest-risk processes. The maps became the reference baseline the program used for ERP selection and the wider regional roll-out.

供应链 · 制药

[TRANSLATE] Cutting EU release lead times for a global pharma's European supply chain.

[TRANSLATE] A top-tier pharmaceutical group's European release function — the QP certification step that gates finished goods into the European market — was missing target lead times while new-product-launch volumes from non-EU sites rose and team turnover left prioritisation unclear, putting patient supply at risk. Lariat ran a Lean Six Sigma DMAIC across the end-to-end release process, redesigned the prioritisation and escalation governance, defined revised target lead times by supply-chain archetype, and built the standard work and monthly performance reporting that made the new model durable. The program landed an agreed operating baseline and a glide path back to service-level targets.