Day-to-day operating brief
What Anti-Money Laundering Officer (AML) work looks like in practice
An AML Officer reviews financial-crime risk, customer due diligence and transaction-monitoring activity within an authorised firm. Terms should define products and jurisdictions, alert and case systems, sanctions interfaces, enhanced checks, suspicious activity escalation, law-enforcement contact boundaries, training, quality assurance, confidentiality, governance reports and any formal appointment separately held. Risk assessment should connect customer type, geography, product, delivery channel and observed behaviour rather than treating one indicator as proof. Case quality review must test whether investigators followed contrary evidence as well as whether fields were completed. Backlogs, override rates and repeated false positives belong in governance reporting because they can conceal weaknesses in control design. Policy exceptions should record duration, compensating control and accountable approval rather than becoming undocumented precedent. Training effectiveness can be tested through case quality and escalation behaviour, not attendance figures alone. Material disagreements with business leadership should remain available to the proper governance body.
Individually written and reviewed against the maintained role record.