Capital, liquidity and reputation are all exposed by weak handling of smart contract payment platforms. Models supporting payment platforms fail quietly, and usually at the worst moment. The programme converts the financial and banking practice discipline from an area of general awareness into a set of repeatable practices. The result is the confidence to make and defend decisions about smart contract payment platforms under scrutiny. Mature organisations treat this strand of financial and banking practice as a standing capability rather than a project that finishes. Participants apply payment platforms to their own business line throughout, so the output is directly usable. Buying a tool rarely fixes smart contract payment platforms; the underlying capability has to be built internally first. It is designed for mixed groups, so that payment platforms is examined from more than one functional angle. The course ends by identifying what the participant will stop doing to make the wider financial and banking practice agenda sustainable.
Expected Learning Outcomes
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Define the scope and boundaries of smart contract payment platforms so that responsibility for it is unambiguous.
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Document the approval chain for exceptions to policy on payment platforms.
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Prepare a short, evidence-based briefing on smart contract payment platforms for senior management.
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Establish the segregation of duties required around payment platforms.
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Price smart contract payment platforms to reflect the risk actually being taken.
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Build the audit evidence that demonstrates payment platforms operated as designed.
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Recognise early indicators that smart contract payment platforms is drifting away from its intended design.
Who Should Attend
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Credit and underwriting officers assessing smart contract payment platforms.
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Staff seconded into improvement work on payment platforms.
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Finance managers reporting on smart contract payment platforms.
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Compliance and governance staff whose remit includes payment platforms.
