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Is the capability behind your business growing as fast as the business itself?
 
Access the full guide to explore the FCA’s 2026 high-growth findings in more detail - and the practical questions Operations, Risk and Financial Crime leaders should be asking as their businesses scale.
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ACCESS THE high-growth guide

In our full Scaling Without Losing Control guide, we get into the FCA’s findings in more detail – what they mean in practice, exploring how scaling firms can identify where growth is beginning to put pressure on the operating model behind it.

FAQ

Frequently Asked Questions

What are the FCA's 2026 high-growth findings?

The FCA's August 2026 publication summarises good practice and areas for improvement identified during an Early and High Growth Oversight pilot involving 15 firms in payments, wealth management and asset management. It considers governance, risk management, resourcing and scalability, systems and controls, financial resilience and consumer/market outcomes. 
Who should consider the FCA's high-growth findings?

The FCA says the findings are relevant to authorised firms that are newly established, growing rapidly or undergoing significant change. It highlights payments, asset management and wealth management in particular, and identifies Boards, senior managers and those responsible for risk, compliance and operational oversight as key readers.
Are the FCA high-growth findings new regulatory rules?

No. The publication sets out examples of good practice and areas for improvement identified during the pilot rather than creating a standalone new high-growth rulebook. However, firms remain subject to the underlying regulatory requirements relevant to them. For relevant firms, for example, SYSC includes requirements around maintaining systems and controls that are comprehensive and proportionate to the nature, scale and complexity of relevant activities and regularly assessing their adequacy.
Does keeping pace with growth simply mean hiring more Compliance or Financial Crime staff?

Not necessarily. The FCA's stronger examples included additional resourcing, but also training, improved technology, updated financial-crime frameworks and enhanced transaction monitoring. The appropriate response depends on the underlying constraint: capacity, process, technology, governance, controls or some combination of them.