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The 2026 Barclay Simpson Salary Survey & Recruitment Trends Guide: Financial Crime
Barclay Simpson has been producing market reports across the areas we recruit for since 1990. For the 2026 edition of our Salary Survey and Recruitment Trends Guide for the financial crime market, we surveyed financial crime professionals and their employers to gather their views on the issues affecting the profession.
This includes trends affecting permanent jobs and contract jobs, as well as wider developments shaping the financial crime market, such as artificial intelligence and equality, diversity and inclusion. We also examine current salary trends and provide the latest salary ranges for financial crime jobs.
Financial crime permanent jobs market
The financial crime recruitment market has remained broadly stable over the last 12 months. Throughout last year and into early 2026, hiring activity showed slight improvements on 2024 levels, but still struggled to build any real momentum.
Regulations are a major driver of new financial crime jobs, but the FCA announced in 2025 that it would be ‘rebalancing‘ its approach to risk to focus more on growth, which has seen demand for financial crime professionals plateau.
“The large-scale regulatory change projects that would normally drive hiring have been mostly absent in recent years,” says Michael Cunningham, Executive Consultant at Barclay Simpson.
“We’re also seeing the offshoring and nearshoring of roles, as well as widespread automation, which have also dampened demand within the financial crime recruitment market. This has resulted in steady rather than strong hiring over the last year.”
Meanwhile, enforcement activity has also eased in recent years. In 2025, the FCA levied £124 million in penalties, which is down from £176 million the previous year and substantially lower than the near £570 million handed down in 2021.
FCA fines
Source: FCA
Fines and sanctions tend to precede robust periods of financial crime recruitment, so when enforcement actions fall off, hiring demand often follows suit. However, as we mentioned in our 2025 Salary Survey report, hiring is highly cyclical across both financial crime and compliance.
Regulatory fines often trigger a burst of hiring, which spurs firms to bring in additional staff to deal with critical issues. But once that initial activity dies down, those roles are pared back. Inevitably, capacity thins again, new weaknesses appear and a similar pattern plays out.
While it is not possible to predict exactly when one cycle ends and another begins, financial crime teams have already been made significantly leaner in recent years and this could lead to problems. Indeed, our annual Employer Survey revealed that 61% of organisations that hire financial crime and compliance professionals believe staff shortages are affecting the performance of their teams. Of these, 11% claimed the impact was substantial.
Are staff shortages affecting the performance of your teams?
Furthermore, the Financial Action Task Force (FATF) is scheduled to conduct its next critical assessment of the UK’s AML and CTF standards in 2027. These reviews are conducted every 8–10 years and typically lead to increased financial crime hiring in preparation.
“Fintechs in particular may come under greater regulatory scrutiny over the next couple of years. They’ve experienced a relatively light touch from the regulator since the pandemic, which is likely because they’ve helped to drive growth,” says Nick Evans, Executive Consultant at Barclay Simpson.
“Nevertheless, it’s possible we’ll see more investigations across the fintech sector soon, even with the FCA’s commitment to growth.”
Barriers to hiring
On the whole, employers are more optimistic about expanding their financial crime teams in 2026 than they were last year, albeit only slightly. Some 60% of organisations said they will likely add to their headcounts, which is up from 58% year on year.
How likely are you to hire additional staff in 2026?
How challenging is it to find skilled talent in today’s market?
While candidate availability is high at the moment, a whopping 93% of organisations say they are struggling to find the financial crime professionals they need in the current market. Almost a third (32%) of these say recruitment is ‘very’ challenging.
The most commonly cited issue was compensation demands, with 73% of employers claiming this is a factor hindering their hiring efforts. Insufficient technical or regulatory knowledge is a problem for 61% of firms, although this has dropped from 68% in our last report.
“Analytics is probably the biggest in-demand skillset right now. Organisations are looking for candidates who can program different types of screening systems, such as transaction monitoring and sanctions screening,” says Michael Cunningham, Executive Consultant at Barclay Simpson.
“The introduction of a new ‘failure to prevent fraud’ corporate offence in 2025 also means professionals with relevant experience and skills in this area are still sought-after, albeit less so today than in the run-up to the new rules being implemented.”
One of the most significant trends to emerge in our latest survey was the near-doubling of organisations mentioning cultural fit (46% — up from 24%) as a recruitment challenge. This trend could be a result of CEOs focusing more on culture as a driver of performance in recent years. A 2024 Spencer Stuart report found that 75% of global business leaders state their company culture is a key priority and they are taking steps to address it — placing it above every other leadership concern.
Top five recruitment challenges in financial crime
| Recruitment challenge | % of employers |
|---|---|
| Compensation | 73% |
| Insufficient technical/regulatory knowledge | 61% |
| Poor cultural fit | 46% |
| Remote working | 31% |
| Office location | 12% |
Respondents could select all options that applied.
Our survey also recorded a year-on-year rise in employers citing remote working policies as an impediment to hiring. Nearly a third (31%) of respondents said it was a challenge — up from 24% in 2024 — with 39% also telling us their current approach to remote working was creating recruitment and retention problems for their firm.
Optimism drops among candidates
Given the current economic and recruitment backdrop, it is perhaps unsurprising that financial crime professionals are less optimistic about the job market than last year. Barclay Simpson’s latest Candidate Survey showed 29% of respondents were ‘not at all’ confident about the current state of the market, up from 17%. Meanwhile, the proportion who are ‘very’ confident has dropped from 36% to just 16%.
When asked what the greatest challenges are to securing a new role, a lack of jobs being listed (51%) and advertised salaries and day rates being too low (also 51%) were the most common answers. Four out of 10 financial crime candidates also said they were hesitant to move from their current role, and more than a third (35%) highlighted challenging recruitment processes.
How confident are you in the current job market?
What are the biggest challenges to securing a new role at the moment?
| Candidate challenges | % of candidates |
|---|---|
| Too few jobs being advertised | 51% |
| Advertised salaries or day rates are too low | 51% |
| Hesitant to move from current role | 40% |
| Challenging recruitment processes | 35% |
| Other | 3.5% |
Respondents could select all options that applied.
Contract jobs in financial crime
The contract jobs market for financial crime has been relatively subdued over the last 12 months, although the first quarter of 2026 was busy due to a steady amount of remediation work taking place. It is not yet clear whether this early momentum will continue to build or, as it did last year, wane somewhat as the year progresses.
“Both 2025 and 2026 saw solid demand in the first quarters, but various economic and geopolitical headwinds have made it difficult for markets to gain a strong footing,” says Michael Cunningham, Executive Consultant at Barclay Simpson.
“And with a limited amount of regulatory change occurring, the majority of interim hiring is to support day-to-day needs, such as absence cover, or accessing certain essential skillsets or knowledge bases.”
This trend is supported by our data, which showed a notable decline in the number of organisations citing ‘specific projects’ as their primary reason for hiring interim staff last year, down from 46% to 35%.
Despite this, interim staff remain a valued part of many financial crime teams. Nearly three-quarters (72%) of organisations told us they regularly use temporary workers, contractors or co-source support. Leveraging subject matter expertise is now the most common reason for using contractors, with more than a third (35%) of employers doing so.
Primary reasons for using interim, contract or co-source staff
| Reason for using interim resource | 2025 (% of employers) | 2024 (%) |
|---|---|---|
| Leverage subject matter expertise | 35% | 11% |
| Specific projects | 30% | 46% |
| Absence cover | 15% | 11% |
| Keep permanent headcounts low | 10% | 11% |
| Support BAU due to increased workloads | 5% | 14% |
| Inability to source permanent employees / candidates | 5% | 7% |
Fixed-term contracts (FTCs) have also become increasingly common over the last year. In 2024, 33% of interim employees in financial crime roles said they were on FTCs. This figure has since climbed to 50% and it is now the most frequently cited type of contract arrangement.
Among contractors, preferences also appear to be changing. Last year, ‘outside IR35’ agreements were the most popular arrangement among candidates — chosen by 58% of respondents — but these are now less popular than FTCs.
What type of contract arrangement do you most prefer?
2025
2024
AI in financial crime recruitment
Last year, the UK Government announced a number of major reforms aimed at driving growth, creating jobs and boosting British businesses by leveraging artificial intelligence (AI).
OECD estimates suggest that AI could improve productivity in the UK by up to 1.2 percentage points every year over the next decade, second only to the US in the G7. Increasing AI adoption within organisations could also unlock as much as £140 billion in annual economic output.
In this, our 2026 Financial Crime Salary Survey and Recruitment Trends Guide, we explore how AI is influencing the profession, both in the day-to-day operation of teams and across financial crime recruitment.
AI helping to automate financial crime prevention
Last year, 80% of senior financial crime professionals in a Complyport poll said they planned to innovate their functions using AI by the end of 2026. The technology has already been widely adopted by many firms to automate routine tasks and processes across transaction monitoring, fraud detection and identify verification activities.
Top 5 use cases for AI in financial crime
| Use case | Percentage |
|---|---|
| Transaction monitoring | 82.5% |
| Anti-money laundering | 71% |
| Anomaly detection | 61% |
| Identity verification | 37.5% |
| Customer behaviour analysis | 34% |
Source: Inform
A survey from Inform found that the main drivers for AI adoption in financial crime were faster detection (80% of respondents cited this), reduced false positives (73%) and improved accuracy (61%). At the same time, separate research from UK Finance shows that the majority of functions are yet to adopt AI, despite their intentions — just 31% of departments currently use it for anti-financial crime and compliance tasks. Of those that currently don’t, approximately half said they had plans to adopt it within the next three years.
“AI is generating a lot of interest at the moment, but it is still early days and the long-term impact of the technology is unlikely to become clear for several more years,” says Michael Cunningham, Executive Consultant at Barclay Simpson.
Professionals sceptical of AI use in recruitment
AI may be taking the world by storm, but it appears that both organisations and candidates have reservations about how the technology is used in recruitment.
Our surveys show that over three-quarters (76%) of financial crime professionals believe AI worsens recruitment processes. When asked what impact AI has overall, more than half (47%) claimed that AI neither makes recruitment processes more efficient nor more effective. Only a minority (13%) believe it achieves both. This scepticism also carries through to using AI themselves, with 62% of candidates telling us they have never used AI to improve their chances during a job application.
What impact does AI have on recruitment processes?
Candidates
Employers
Employers were even more cautious about AI in recruitment. More than two-thirds (68%) don’t currently use it in their processes, and 68% agreed with candidates that it makes recruitment neither more efficient nor more effective.
Among the organisations that are utilising AI, it was most commonly used for interview support, such as transcribing and analysing interviews (75%). Writing and targeting job adverts (63%) and CV screening and shortlisting (38%) were also common use cases. However, a third (33%) of employers view AI as a threat to their recruitment processes. The biggest concerns were around the integrity of information provided on CVs (93%) and the quality of candidate sourcing and selection (64%).
“There is a personal element to recruitment that it is difficult to replicate with AI, and we’re seeing that in our responses from candidates and employers, both of whom seem to prefer the human touch,” says Tom Boulderstone, Head of Legal, Co-Sec and Compliance at Barclay Simpson.
What concerns you most about AI’s impact in recruitment?
| Concern | % of employers |
|---|---|
| Integrity of information on CVs | 93% |
| Quality of candidate sourcing and selection | 64% |
| AI-enabled impersonation | 43% |
| Integrity of interviews | 29% |
Respondents could select all options that applied
Have you used AI to improve your chances during a job application? (Candidates)
Equality, diversity and inclusion in financial crime
At Barclay Simpson, we are committed to building diverse and inclusive workplaces where everyone’s contributions are respected and valued. Recruiters are in a unique position to promote the benefits of equality, diversity and inclusion (EDI) within the world of employment, and we believe agencies should not only embrace these values internally, but also promote and support them across their wider communities.
This is now our second year of collecting EDI-focused data from our annual market report surveys, allowing us to provide year-on-year comparisons and draw deeper insights from our communities on these important issues.
Organisations shifting focus away from EDI
Recent research from law firm Freeths has revealed that a growing number of organisations in the UK are scaling back their EDI initiatives. According to the research, 54% of surveyed businesses were altering their ethical strategies more broadly, while 28% were specifically ‘scaling back or dropping’ certain EDI-led efforts and sustainability initiatives.
In March last year, the FCA also announced that it would not be pursuing stricter rules on EDI in financial services, despite submitting proposals in 2023 aimed at improving diversity and inclusion at regulated firms. The FCA cited compliance costs and concerns over duplicating existing government regulations as reasons.
“The focus on EDI-led recruitment has certainly lessened in recent years, but the organisations that we speak to still show a strong commitment to diversity and inclusion and recognise how vital it is for building high-performing teams,” says Nick Evans, Executive Consultant at Barclay Simpson.
This is supported by our data. The vast majority (93%) of employers we surveyed said they believe EDI is important to attracting and retaining good financial crime candidates. Of these, 57% say it is very important.
How important do you think EDI is for attracting/retaining good candidates?
In the years to come, it is possible businesses will take a more nuanced and tailored approach to EDI. In a recent EY report on the role of EDI in boosting productivity and talent, Sir Trevor Phillips, Chair of Change the Race Ratio, said:
“Both workforces and customers are more diverse, and more aware of their differences than ever. That means studying what has been done, dropping approaches that failed to deliver, and doubling down on programmes that boost corporate success.”
Financial crime professionals still value EDI
Our surveys show that while organisations may be less vocal about EDI, it’s a topic that still matters to both financial crime professionals and the businesses they work for.
We asked candidates and employers how they felt about EDI, and 85% of professionals and 96% of organisations said it was important to them on a personal level. Despite the recent scaling back of EDI initiatives, the figure for employers is actually higher than in our previous report (87%), although it has slipped for candidates down from 90%.
How important is EDI to you personally?
| Level of importance | Employers | Candidates |
|---|---|---|
| Very | 61% | 42% |
| Somewhat | 36% | 43% |
| Not at all | 3% | 15% |
Meanwhile, 69% of candidates either agree or strongly agree that their organisation shows a strong commitment to EDI, with only 7% disagreeing. Unfortunately, people are less convinced that their company’s approach to diversity and inclusion is making a real difference — 38% were neutral on how impactful EDI initiatives are, and 16% disagree they make a difference.
Organisations themselves are more optimistic, with 57% believing they have created an effective culture around EDI and only 11 disagreeing. That said, nearly a third (32%) were also neutral on their effectiveness in this area, suggesting there is still some room for improvement on turning words into action.
My organisation’s commitment to EDI makes a real difference (Candidates)
My organisation has an effective culture of EDI (Employers)
When asked what the most challenging aspect of creating a diverse and inclusive culture is, 42% said having better representation among leadership and board-level roles. Motivating stakeholders (14%), building a fair hiring process (11%) and accessing EDI-skilled HR resource were also considered significant hurdles.
What is the biggest challenge your company faces in creating a diverse and inclusive culture?
| EDI challenges | % of employers |
|---|---|
| How to increase representation among leadership/board roles | 43% |
| Motivating stakeholders | 14% |
| Building a fair hiring process | 11% |
| Lack of access to EDI skilled HR resource | 11% |
| Setting and tracking key performance indicators | 7% |
| Achieving pay equity | 7% |
| Insufficient employee EDI data | 7% |
For organisations serious about EDI, accessing accurate information and insights is crucial. Businesses have a better chance of fostering a sense of belonging and making a positive difference in the workplace by listening to both employees and experts who can provide input on what really matters when it comes to EDI.
If you would like to know more about any of the diversity-related findings in this report or the EDI advice and support we can provide, please contact us today.
Salary and bonus trends in financial crime
Financial crime starting salaries showed relatively little movement over the past year, and declined slightly when accounting for inflation, as a quieter jobs market constrained pay growth and bonuses.
Restructuring within financial crime teams contributed to the flattening of salaries, with redundancies and the offshoring of operational roles meaning employers had access to a deeper pool of available candidates in the market.
“Starting salaries for financial crime jobs stayed broadly flat throughout 2025,” says Michael Cunningham, Executive Consultant at Barclay Simpson.
“Some skillsets, such as analytics and fraud prevention, remain in-demand and can garner more interest from employers, but this was offset by departments restructuring and a large amount of offshoring.”
Despite a subdued financial crime recruitment landscape, the salary uplifts for candidates able to land new roles in 2026 are still likely to outpace the base increases planned for existing employees. Our Employer Survey revealed that three-quarters of organisations will be raising base salary by only 1% to 4% on average over the next 12 months. Meanwhile, 11% are aiming for 5-10% increases, and just 3% will offer 11%+. Bonuses are also expected to show little movement — only 8% of employers expect higher payouts this year.
How much do you intend to increase base salaries for existing employees?
| Base salary increase | 2026 (% of employers) | 2025 (%) |
|---|---|---|
| 0% | 11% | 8% |
| 1–4% | 75% | 76% |
| 5–10% | 11% | 11% |
| 11%+ | 3% | 5% |
Indeed, remuneration remains the top challenge for employers, with 39% citing it as the main reason they are struggling to find the right candidates. When asked how current salary demands compare with their budget, only 14% reported they were ‘very aligned’ with what they can offer, while a quarter of organisations admitted they were ‘not at all aligned’.
Remuneration remains top priority for candidates
Among candidates, remuneration is often the top priority when taking the next big step in a career, and 2025 proved to be no exception. Our annual survey of financial crime professionals revealed that 41% see this as their main motivating factor at the moment. However, this figure is notably lower than the 55% of respondents who said the same in our last Salary Survey.
Furthermore, the proportion of candidates who instead cited career development as their top priority has more than doubled year on year from 12% to 30%. This indicates that while money is still the biggest motivator, more people are beginning to focus on progression rather than pay amid market uncertainty.
“It’s not uncommon to see priorities shift when job opportunities become more limited, particularly among those who have been in their current role for some time,” says Nick Evans, Executive Consultant at Barclay Simpson.
“A sideways move on pay can be a very logical choice if an opportunity provides the chance to upskill and take on new responsibilities. This may even lead to clearer — and faster — career progression over the mid to long term.”
What is your main priority when considering a new role?
| Candidate priority | 2025 (% of candidates) | 2024 (%) |
|---|---|---|
| Remuneration | 41% | 55% |
| Career development | 30% | 12% |
| Work-life balance | 15% | 17% |
| Job security | 6% | 5% |
| Remote working | 8% | 12% |
| Better benefits | <1% | <1% |
Perhaps surprisingly, given the current climate, financial crime professionals do not appear to be prioritising job security significantly more than in previous years. In 2024, just 5% of candidates said this was their biggest motivator, and this has increased only slightly to 6% today.
There has been a small drop in the proportion of candidates pursuing a better work-life balance (15% versus 17% in 2024) and remote working (8% versus 12%) when changing jobs over the last year. That said, both still appear to be important to candidates. Nearly two-thirds (64%) of financial crime professionals say they would consider looking for a new role if their current one did not provide their preferred hybrid working setup.
What’s more, almost half (49%) cited remote working as their most valued job benefit, beating both an annual bonus (31%) and flexible working (12.5%) to the top spot.
Which job benefits do financial crime professionals value the most?
Financial crime salaries
The following tables provide an overview of current salary benchmarks for key financial crime roles. Figures reflect average base salaries and day rates for professionals across the UK, as well as those working remotely.
Corporate and investment banking salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £40k—£50k | £40k—£50k | £30k—£40k |
| Financial Crime AVP / Manager | £50k—£80k | £50k—£80k | £45k—£65k |
| Financial Crime VP / Senior Manager | £80k—£130k | £80k—£130k | £70k—£110k |
| Financial Crime Director | £140k—£180k | £140k—£180k | £100k—£150k |
| Head of Financial Crime / MLRO | £150k—£300k | £150k—£250k | £150k—£250k |
| Global Head of Financial Crime | £250k—£600k | £250k+ | £250k+ |
Retail banking salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £30k—£50k | £30k—£50k | £24k—£45k |
| Financial Crime AVP / Manager | £50k—£80k | £50k—£70k | £45k—£70k |
| Financial Crime VP / Senior Manager | £80k—£120k | £70k—£110k | £60k—£100k |
| Financial Crime Director | £100k—£160k | £90k—£160k | £80k—£150k |
| Head of Financial Crime / MLRO | £140k—£300k | £130k—£250k | £110k—£250k |
| Global Head of Financial Crime | £230k—£600k | £220k+ | £200k+ |
Private banking salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £40k—£50k | £40k—£50k | £28k—£45k |
| Financial Crime AVP / Manager | £50k—£80k | £50k—£70k | £45k—£70k |
| Financial Crime VP / Senior Manager | £80k—£120k | £70k—£110k | £60k—£100k |
| Financial Crime Director | £120k—£160k | £110k—£160k | £90k—£150k |
| Head of Financial Crime / MLRO | £140k—£300k | £130k—£250k | £110k—£250k |
| Global Head of Financial Crime | £230k—£600k | £220k+ | £200k+ |
Asset and wealth management salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £40k—£55k | £40k—£55k | £35k—£45k |
| Financial Crime AVP / Manager | £60k—£80k | £55k—£75k | £50k—£70k |
| Financial Crime VP / Senior Manager | £80k—£110k | £80k—£110k | £80k—£100k |
| Financial Crime Director | £120k—£180k | £120k—£160k | £100k—£150k |
| Head of Financial Crime / MLRO | £150k—£300k | £140k—£250k | £120k—£200k |
| Global Head of Financial Crime | £250k—£500k | £200k+ | £150k+ |
Hedge funds and private equity salaries
| Job role | London |
|---|---|
| Financial Crime Assistant | £50k—£70k |
| Financial Crime AVP / Manager | £60k—£90k |
| Financial Crime VP / Senior Manager | £100k—£140k |
| Financial Crime Director | £140k—£180k |
| Head of Financial Crime / MLRO | £150k—£250k |
| Global Head of Financial Crime | £300k—£700k+ |
Payments salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £30k—£50k | £30k—£50k | £28k—£45k |
| Financial Crime AVP / Manager | £50k—£80k | £50k—£70k | £45k—£70k |
| Financial Crime VP / Senior Manager | £80k—£120k | £70k—£110k | £60k—£100k |
| Financial Crime Director | £100k—£160k | £90k—£160k | £80k—£150k |
| Head of Financial Crime / MLRO | £140k—£300k | £130k—£250k | £110k—£250k |
| Global Head of Financial Crime | £230k—£600k | £220k+ | £200k+ |
Brokerage salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £30k—£45k | £30k—£45k | £25k—£40k |
| Financial Crime AVP / Manager | £50k—£80k | £50k—£80k | £45k—£65k |
| Financial Crime VP / Senior Manager | £80k—£120k | £80k—£120k | £70k—£110k |
| Financial Crime Director | £100k—£180k | £100k—£180k | £90k—£160k |
| Head of Financial Crime / MLRO | £150k—£300k | £150k—£250k | £150k—£250k |
| Global Head of Financial Crime | £250k—£600k | £250k+ | £250k+ |
Insurance salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £35k—£50k | £35k—£50k | £25k—£35k |
| Financial Crime AVP / Manager | £40k—£65k | £40k—£65k | £30k—£60k |
| Financial Crime VP / Senior Manager | £70k—£90k | £70k—£90k | £65k—£85k |
| Financial Crime Director | £100k—£120k | £100k—£120k | £90k—£110k |
| Head of Financial Crime / MLRO | £100k—£200k | £100k—£200k | £100k—£170k |
| Global Head of Financial Crime | £200k—£400k | £180k+ | £180k+ |
Professional services salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £30k—£40k | £30k—£40k | £25k—£35k |
| Financial Crime AVP / Manager | £45k—£70k | £40k—£70k | £40k—£60k |
| Financial Crime VP / Senior Manager | £80k—£110k | £75k—£110k | £60k—£100k |
| Financial Crime Director | £120k—£200k | £100k—£180k | £100k—£180k |
| Partner | £200k+ | £160k+ | £150k+ |
Fraud salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Fraud Analyst | £35k—£45k | £35k—£45k | £25k—£35k |
| Fraud AVP / Manager | £40k—£60k | £40k—£60k | £35k—£55k |
| Fraud VP / Senior Manager | £70k—£80k | £60k—£80k | £55k—£75k |
| Fraud Director | £90k—£120k | £80k—£120k | £70k—£120k |
| Head of Fraud | £100k—£180k | £100k—£180k | £100k—£180k |
| Global Head of Fraud | £180k—£300k | £180k+ | £180k+ |
Analytics salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Analyst | £40k—£55k | £40k—£50k | £35k—£45k |
| AVP / Manager | £50k—£70k | £45k—£65k | £40k—£60k |
| VP / Senior Manager | £90k—£130k | £80k—£120k | £65k—£95k |
| Director | £120k—£180k | £100k—£180k | £100k—£180k |
| Head of Analytics | £160k—£200k | £150k—£200k | £150k—£200k |
| Global Head of Analytics | £200k—£400k | £200k+ | £200k+ |
Temporary / interim rates (per day) salaries
| Job role | London | South East | Regional |
|---|---|---|---|
| Financial Crime Analyst | £200—£350 | £200—£300 | £150—£250 |
| Financial Crime AVP / Manager | £300—£500 | £250—£450 | £200—£400 |
| Financial Crime VP / Senior Manager | £450—£700 | £400—£600 | £350—£550 |
| Financial Crime Director | £650—£1,200 | £600—£1,200 | £600—£900 |
| MLRO / Project Lead | £1,000—£1,600 | £850—£1,600 | £550—£1,000 |
| Global Head of Financial Crime / Global Lead | £1,200—£2,500 | £1,000—£1,500 | £800—£1,400 |
Attract and retain the financial crime professionals you need with Barclay Simpson
Barclay Simpson has specialised in recruiting financial crime professionals since 2002. Our financial crime practice has extensive experience recruiting across fraud, KYC, AML, EDD, sanctions and ABC, monitoring and surveillance.
Growth in all forms of financial crime and current levels of global instability have led to a highly active sanctions regime, which has heaped significant operational and regulatory pressures on financial crime functions. Financial services businesses have rarely faced so much financial, regulatory or reputational risk. When looking to build a team that can support and mitigate these risks, engaging a specialist recruiter will save you time and money. We can help you create a talent attraction strategy with competitive salary offerings, or as a practitioner help you find a role that aligns with your skills and long-term career goals, while supporting you from interview through to onboarding in your new role.
Contact us today to learn about our specialist financial crime recruitment services.
