Compliance isn’t just a department, it’s a mindset, a mirror to an organisation’s values, and increasingly, a competitive edge. As financial systems stretch across borders and technology outpaces policy, the rules of the game grow more complex. But complexity doesn’t have to mean confusion. The real challenge lies in building systems that are not only technically sound but also trusted. Systems that work not just in theory, but in the boardroom, on the ground, and in the face of risk.
Here, insight matters as much as oversight. Principles matter more than paperwork. And leadership is measured not by volume, but by clarity—by the ability to see what others overlook, and to act with both precision and purpose.
It’s this rare blend of clarity, credibility, and courage that defines Alexandra Will.
With a global career spanning top-tier law firms, multinational banks, and international advisory firms, Alexandra has built a reputation as one of the most trusted voices in financial crime compliance, bringing fresh insight and a global perspective to the UAE’s evolving financial landscape.
Now a Partner at Grant Thornton and Head of its Financial Crime Compliance Advisory practice, Alexandra brings a rare blend of technical depth, strategic insight, and human-centred leadership to one of the most complex areas of modern finance. Known for her directness, pragmatism, and unwavering integrity, she’s not only helping clients navigate regulatory minefields – she’s shaping cultures of compliance that last.
In this exclusive feature, Alexandra shares her journey, her vision for the future of compliance, and why she believes that doing the right thing is always good business.
Below are the highlights from the interview
You have extensive experience across all three lines of defense. How has this shaped your approach to building robust financial crime compliance programs?
Having worked with clients across all three lines of defense, I’ve developed a 360-degree view of how financial crime risks manifest – and, more importantly, how they’re managed (or sometimes missed). This has taught me that the most effective compliance programs aren’t just technically sound; they’re embedded into the DNA of an organisation.
From the first line, I’ve learned the importance of practicality – controls must work in the real world, not just on paper. From the second line, I’ve seen how to design frameworks that are scalable and risk-based. And from the third line, I’ve developed a healthy scepticism – asking the tough questions and looking for the “unknown unknowns.”
This experience helps me build programs that are not only compliant but also resilient, agile, and aligned with business strategy. My advice to clients is this: compliance should be a business enabler, not a blocker – but in a risk-controlled manner. That starts with understanding the full picture.
In today’s multi-jurisdictional environment, what are the key challenges in aligning regulatory compliance with operational efficiency?
Ah, the joys of global compliance – I have worked in senior financial crime compliance-related roles both in consulting and in industry across four continents for nearly two decades. While financial crime standards are ultimately based on the same global principles, especially the FATF recommendations, and should therefore be broadly aligned, there will always be local differences, driven by the maturity of the market, cultural and behavioural differences, and wider economic and political considerations. This can make it a difficult balancing act for multinational organisations: where one regulation says “jump”, another says “don’t move.” The biggest challenge is navigating the tension between local nuance and global consistency. Regulatory expectations are increasingly demanding, but not always fully aligned. Meanwhile, businesses want efficiency, speed, and scalability.
The key is to design compliance frameworks that are principle-based rather than rule-bound. However, (but meeting the rules where strict adherence is required is where the complexity comes in. That means focusing on risk outcomes, not just checklists. It also means investing in smart technology and data so you can automate the routine and focus human effort where it matters most.
But perhaps the biggest challenge is cultural. You need to foster a mindset where compliance is seen as a shared responsibility, not a siloed function. That’s where leadership, training, and tone from the top come in.
Since moving to the UAE, I’ve had the opportunity to contribute to its ambitious Anti-Money Laundering (AML) transformation. The speed of regulatory maturity here is incredible, and I’m excited to help drive that progress.
The UAE has not only caught up with some jurisdictions considered mature in this space but it has even surpassed some of them. This, combined with the country’s vision and clear direction on technology and AI development, helps to ensure that compliance is future-proofed. I am excited to be a part of this journey and contribute to the best of my ability. Watch this space!
Financial crime risks are constantly evolving. What emerging trends or blind spots do you think financial institutions are not paying enough attention to?
I think many institutions still underestimate the convergence of financial crime and other risk areas such as cybercrime and fraud. Money laundering is a “downstream” activity that is necessarily preceded by other criminal activities that generate the illicit funds. Criminals aren’t working in silos, which allows them to outsmart institutions that do. The lines between AML, fraud, cyber, and even ESG risks are blurring fast, and by stopping the illicit activity at its source, financial institutions can manage their risk exposure more holistically.
Another blind spot is the over-reliance on legacy systems and static risk models. Criminals are agile – they adapt quickly, and they succeed because they are a step ahead. If your controls are based on last year’s typologies, you’re already behind.
And finally, culture. You can have the best systems in the world, but you’re vulnerable if your people don’t feel empowered to speak up or challenge. Compliance isn’t a buzzword – it’s your first line of defence and your employees are and will always remain your most powerful control, even in the age of technology and AI.
Can you share an example of a time when you had to balance regulatory demands with enabling a client’s business growth? What made that experience stand out?
One client – a fast-growing fintech – was expanding into multiple markets and needed to scale quickly. However, their compliance framework was built for a startup, not a larger-scale cross-border operation. Regulators were challenging the robustness of the firm’s compliance programme and were reluctant to approve further expansion. At the same time, the business was under pressure to keep growing.
We worked closely with the senior management, the compliance function and the business to redesign their financial crime compliance framework – not by adding layers of bureaucracy or gold-plating things, but by embedding smart, scalable controls into their operations. We automated onboarding, leveraged existing fraud controls to strengthen their AML transaction monitoring capabilities, and implemented a clearly articulated risk-based approach that satisfied regulators and supported growth.
What stood out was the mindset shift. Compliance stopped being the “department of no” that businesses tried to circumvent at all costs and became a strategic partner. That’s when you know you’ve done your job right – when the company sees compliance not as a cost but as a competitive advantage.
Grant Thornton’s advisory philosophy emphasizes being more personal, agile, and proactive. How does that mindset influence your work with clients?
Joining Grant Thornton a year ago was one of the best professional decisions I’ve made. From my very first conversations with the Head of Advisory, the CEO, and the Chairman, one message came out loud and clear: people, reputation, and values matter. Doing the right thing – with integrity, humility, and purpose – isn’t just a slogan here; it’s a way of working that’s been at the heart of the firm’s success for almost 60 years. That deeply resonated with me because it’s how I’ve always approached my work: putting clients first, leading by example, and building trust through honesty and consistency.
What I love about Grant Thornton is the freedom to be personal, agile, and proactive – not just in theory, but in practice. I’m not a “stereotypical consultant” who parachutes in for the pitch and the closing dinner. I roll up my sleeves. I work side-by-side with clients to co-create solutions that are practical, sustainable, and tailored to their reality. That hands-on involvement often surprises clients at first, but it’s what they end up valuing most. It builds trust, and it builds relationships that last.
Many of my former clients and colleagues across the UAE, UK, Europe, and Asia have become long-term collaborators and friends. They reach out when they’re facing a challenge they can’t solve alone or just want to bounce around an idea. That kind of trust is what makes this work meaningful.
When a project wraps up, I don’t just walk away. I make sure the key stakeholders are equipped with the right skills, tools, and confidence to carry things forward. I also assure them that I’m just a call or a message away if they need a sounding board. That’s the kind of partnership I strive to build – one that lasts well beyond the final deliverable.
What has been one of the most transformative changes you’ve helped a client implement in their compliance framework, and what impact did it have?
One of the most transformative engagements I’ve led was the overhaul of an AML compliance programme for a major European universal bank. The institution had been blindsided by widespread money laundering activities in several of its foreign branches – a crisis that exposed a dangerous blind spot: senior leadership had focused almost exclusively on their low-risk domestic market, leaving international operations vulnerable and under-scrutinied.
We stepped in to help them rebuild from the ground up. This wasn’t just a technical fix – it was a full-scale cultural reset. We redesigned their compliance framework, from governance structures and policy frameworks to risk assessments and financial crime technology. But the real shift came when we worked with leadership to embed a compliance-first mindset across the organisation. We introduced a risk-based approach that empowered the bank to grow responsibly, without compromising integrity.
What stayed with me most, though, was the transformation within the operations team – the people on the ground, clearing alerts day in and day out. Many had seen their roles as routine, even thankless. But through training and engagement, we helped them see the bigger picture: that their work was instrumental in disrupting criminal networks – stopping drug traffickers, human smugglers, and fraudsters. They began to take pride in their roles, not just as compliance staff, but as protectors of the financial system and society at large. That shift in mindset – from task to purpose – is what truly sustains a strong compliance culture.
The broader impact? While the bank still faced a significant regulatory fine, it managed to preserve its reputation and rebuild trust with customers, partners, and regulators. That kind of turnaround doesn’t just fix a problem – it redefines an institution’s future.
You’ve mentioned a strong passion for people and personal development. What does that look like in practice when building or leading teams?
For me, leadership is fundamentally about unlocking potential, not just delivering results. I don’t believe in cookie-cutter teams. I believe in building teams with complementary strengths, where each person brings something unique to the table. Over the years, I’ve led teams across continents, cultures, and career stages, and one thing has remained constant: people thrive when they feel seen, supported, and stretched.
One of the most powerful lessons I took from my time at INSEAD was the value of diversity – not just in background, but in thought. Diverse teams may take longer to gel, but they consistently outperform homogenous ones in the long run. That’s especially true in consulting, where no one succeeds in isolation. Our work depends on collaboration, challenge, and the ability to see problems from multiple angles.
I’m particularly passionate about mentoring – especially women in (risk) consulting. I believe in giving people opportunities to grow but also making sure they have a lifeline when they need it. I try to lead by example: walking the talk, modelling the behaviours I want to see, and creating a safe space for others to step up, speak out, and shine.
I’ve been fortunate to have had incredible mentors – both women and men – who pushed me, supported me, and helped me grow in ways I couldn’t have imagined. They challenged me when I needed it, believed in me when I doubted myself, and helped me work through the areas where I needed to develop. I carry that legacy with me, and I’m committed to paying it forward.
Because at the end of the day, leadership isn’t about titles or hierarchy – it’s about impact. And the most lasting impact we can have is by helping others realise just how far they can go.
How do you create a culture of trust and psychological safety within high-stakes, highly technical compliance teams?
Creating a culture of trust and psychological safety – especially within high-stakes, highly technical compliance teams – starts with leading by example. I believe in walking the talk. I’m transparent with my team about challenges, expectations, and even my own missteps. That kind of vulnerability isn’t a weakness – it’s a foundation for trust. When leaders are open, it gives others permission to be honest too.
In compliance and risk management, silence can be costly. That’s why I actively encourage my team to ask questions, challenge assumptions, and speak up when something doesn’t feel right. Admitting uncertainty or flagging a potential issue isn’t just accepted – it’s expected. It’s how we manage quality, mitigate risk early, and continuously improve.
When mistakes happen – and they do – my instinct is to focus on resolution, not blame. My “German efficiency gene” kicks in: let’s fix the issue quickly, learn from it, and move forward. That mindset helps create an environment where people feel safe to surface problems early, which is critical in our line of work.
Trust also requires clarity. I set high standards for quality – and I hold myself to those same standards. But I also believe in giving honest, constructive feedback in a way that motivates rather than discourages. I’ve learned (with some help from my British husband!) to temper my natural German directness with a bit more diplomacy – and that balance has made my feedback more impactful and better received.
Ultimately, psychological safety isn’t about being soft – it’s about being strong enough to create space for others to grow, speak up, and take ownership. That’s how high-performing teams are built – and how they thrive under pressure.
As someone who has progressed into a senior leadership role, how has your leadership style evolved over the years?
Earlier in my career, I believed leadership meant having all the answers. I worked long hours, chased perfection, and felt a deep responsibility to personally ensure everything was flawless. That drive served me well in many ways – especially in the high-stakes world of compliance, where precision matters. Over time, I’ve learned that true leadership is less about control and more about trust.
Now, I focus on asking the right questions and truly listening to the answers. I still hold myself and my teams to high standards – that hasn’t changed – but I’ve become more confident in weighing risks, embracing diverse perspectives, and recognising that there are often multiple valid paths to a solution. Experience has taught me that empowering others doesn’t dilute quality – it multiplies it.
I’ve also become more comfortable with vulnerability. I’ve learned that strong leaders don’t need to be infallible – they need to be human. Saying “I don’t know” or “I trust you” can be incredibly powerful. It creates space for others to step up, take ownership, and grow.
Delegation, for me, has evolved from being a time-management tool to a development strategy. I no longer try to be everywhere at once (though the temptation still lingers!). Instead, I focus on creating the right environment – one where people feel supported, challenged, and trusted. And there’s no greater reward than seeing someone you’ve mentored step confidently into their own leadership journey.
That’s the evolution: from doing to enabling. From leading the work, to leading the people who do the work, and helping them become leaders in their own right.
You describe yourself as someone who’s always curious to learn. What’s something new – professionally or personally – that you’re currently exploring?
Professionally, I’m currently diving deeper into the intersection of AI and financial crime compliance – a space that’s as fascinating as it is complex. The potential for AI to enhance detection, streamline investigations, and reduce false positives is enormous. But it also raises important ethical, regulatory, and operational questions. I’m particularly focused on how we can harness AI responsibly – ensuring it augments, rather than replaces, the critical human judgement that’s essential in this field. After all, financial crime is ultimately driven by human behaviour, and it takes human insight to truly understand and disrupt it. The challenge – and the opportunity – lies in designing systems where technology and human expertise work hand in hand.
On a more personal note, I’ve been rediscovering creativity through the eyes of my 7-year-old daughter, Amelia. Whether we’re building a cardboard fort, crafting a puppet show, or designing a scavenger hunt with clues she invents, I’m constantly amazed by her imagination and logic. Her curiosity is boundless, and her ability to approach problems with fresh, fearless thinking is a beautiful reminder that learning doesn’t stop – and that sometimes, your most insightful teacher is three feet tall and full of glitter glue. It’s a joyful, humbling reminder that growth happens everywhere – not just in boardrooms and classrooms, but on living room floors covered in crayons and cardboard.
What’s your vision for the future of financial crime compliance, especially with the rise of AI, data analytics, and increasing regulatory scrutiny?
The future of financial crime compliance will be defined by speed, intelligence, and integration, and those who fail to adapt risk being left behind. We’re entering an era where real-time risk detection, predictive analytics, and seamless cross-border data collaboration will no longer be aspirational–they’ll be essential.
But with this evolution comes a critical responsibility. My vision is not just about leveraging AI and data for efficiency – it’s about using them to drive better, fairer outcomes. That means reducing false positives and increasing our ability to detect sophisticated, evolving threats. It means freeing up compliance professionals from manual, repetitive tasks so they can focus on what truly matters: protecting the vulnerable, identifying systemic risks, and making informed, ethical decisions.
At the heart of this vision is a simple truth: technology is a tool, not a replacement for human judgment. As AI becomes more embedded in compliance processes, we must double down on ethics, transparency, and accountability. Human oversight isn’t optional – it’s the safeguard that ensures these powerful tools are used responsibly.
Ultimately, I see a future where compliance is not just a control function, but a strategic enabler – one that helps institutions grow with integrity, respond to threats with agility, and earn the trust of regulators, customers, and society at large.
Finally, what advice would you give to young professionals aspiring to make a meaningful career in compliance or regulatory advisory?
When I started my career, compliance and regulatory advisory weren’t clearly defined paths – they’ve since evolved into some of the most critical and dynamic areas in the financial world. For young professionals looking to make a meaningful impact in this space, here’s what I’d share:
- Stay endlessly curious.
This field is constantly shifting – new risks, emerging technologies, evolving regulations. The most impactful professionals are those who never stop learning. Ask “why” often. Ask “what if” even more. Curiosity is what keeps you sharp, relevant, and ahead of the curve.
- Build your integrity muscle early.
Your reputation is your most valuable asset. You’ll face grey areas, pressure, and moments where doing the right thing isn’t the easiest option. Let your values guide you. Integrity isn’t just a principle – it’s a practice, and it’s what earns you trust over time.
- Use your voice.
Whether you’ve spotted a risk others missed or have a bold idea to share – speak up. Your perspective matters. And if you find yourself as the only woman in the room, as I often did early in my career, speak louder. Then look around – find allies, and be one for others.
- Lift as you climb.
Seek out mentors, and be a mentor when you can. Share what you’ve learned. Celebrate others’ growth. A strong culture of compliance starts with how we show up for each other – with generosity, humility, and a shared commitment to doing the right thing.
This is a field where you can make a real difference – not just for your organisation, but for society. And that’s what makes it such a meaningful career.
