What needs to be built?
Connect management, control functions, outsourcing and decision bodies so risks become visible. The precise arrangements depend on the business model, the firm’s scale and the applicable rules.
Connect management, control functions, outsourcing and decision bodies so risks become visible.
Connect management, control functions, outsourcing and decision bodies so risks become visible. The precise arrangements depend on the business model, the firm’s scale and the applicable rules.
Organisation chart, responsibility matrix, outsourcing register.
Can a decision be traced to an owner, control and record?
This map illustrates typical investment services in Germany. It is neither an exhaustive checklist nor a supervisory sign-off. Other activities may have different obligations.
MiFID II · Art. 16DORAAssign clear ownership for questionnaires, approval, monitoring and escalation of assessments.
Use the collective skills matrix and preparation checklist to map responsibilities and missing evidence.
Did you know?
How an app can become an activity that requires permission.
Have you explored?
Prepare management profiles and collective suitability reviews.
International market entry / Germany
Considering a local office, a branch or a standalone authorisation in Germany? The appropriate route depends on your home jurisdiction, activities and operating model. 3RMCN combines experience from complex supervisory projects with product, technology and delivery expertise: from entry strategy and key interfaces through to operational readiness.
Discuss your plans ↗Supervisory perspectives
Experience in the context of CySEC (Cyprus), MFSA (Malta), FCA (United Kingdom), the European ESMA framework and MAS (Singapore). ESMA is not a national licensing authority.
International structuring
For incorporation in offshore jurisdictions, relevant specialists from the network can be involved. Jurisdiction, activities and regulatory obligations need to be considered for each project.