Acin Pitch Deck (2018): 14-Slide Series A Deck

Acin’s 14-slide Series A deck is a highly professional, enterprise-focused presentation that successfully argues for the electronification of operational risk. The company’s core value proposition lies in its 'Acin Code'—a standardized taxonomy that allows Tier 1 banks to benchmark their internal controls against the industry. The deck is notable for its heavy reliance on social proof, showcasing logos like J.P. Morgan, Credit Suisse, and UBS as early adopters. While the deck lacks a traditional team slide or a specific financial 'ask' slide, it compensates with rigorous problem-definition an…

Key takeaways

• The company successfully transitioned from a consultancy (Anchura) with £12m revenue in 2016 to a SaaS network (Slide 3).
• Acin uses a proprietary 'Acin Code' to standardize risk data across the industry, creating a 'barcode for risk' (Slide 4).
• The problem is quantified with massive figures: $150bn in annual gross losses and $376bn in fines since 2012 (Slide 5).
• The deck leverages significant regulatory pressure, citing the FCA and Basel Committee to create urgency (Slide 6).
• Social proof is a primary driver, featuring logos from J.P. Morgan, Morgan Stanley, and UBS as 'Client wins' (Slide 3).
• Product efficacy is demonstrated through case studies showing that Bank 2 had 55% of its controls missing compared to the Acin standard (Slide 10).
• The network effect is visualized through a growth chart showing 'Unique Control Identifiers' jumping from 1,200 in 2018 to 35,000 in 2020 (Slide 14).
• The deck omits a dedicated team slide, financial projections, and a specific funding ask.

Frequently asked questions

What is the core product Acin is selling?

Acin sells 'The Acin Terminal,' a SaaS platform that allows financial institutions to manage, benchmark, and analyze non-financial risks. Its secret sauce is the 'Acin Code,' a standardized data taxonomy that enables banks to compare their internal risk controls against an anonymized industry peer group, effectively creating a network effect for regulatory compliance.

How does Acin demonstrate market traction?

Traction is shown through an 'Evolution' timeline on Slide 3, which lists Tier 1 client wins including Credit Suisse, Morgan Stanley, Nomura, Societe Generale, J.P. Morgan, Bank of America Merrill Lynch, Standard Chartered, Deutsche Bank, and UBS. This list of global systemically important banks (G-SIBs) serves as ultimate validation for a Series A fintech.

What is the 'problem' Acin is solving according to the deck?

The deck identifies operational risk as a 'complex, opaque area' where banks currently use manual, Excel-based processes. It highlights that banks have up to 100,000 risks and controls that are not standardized, leading to $150bn in annual losses and $26bn in annual regulatory costs. Acin aims to turn these 'standalone assessments' into a strategic, networked tool.

Why is the 'Acin Code' important for their business model?

The Acin Code acts as a 'barcode for risk and controls.' By assigning a unique identifier to every control instance, Acin enables 'network interoperability.' This means different banks can speak the same data language, allowing Acin to provide cross-industry analytics and benchmarking that would be impossible if every bank used its own proprietary naming conventions.

What is missing from this pitch deck?

The deck is notably missing a Team slide, which is unusual for a Series A. It also lacks a 'The Ask' slide detailing how much they are raising and how the funds will be used. Furthermore, there are no detailed financial projections or unit economics (CAC/LTV) included in this specific version of the presentation.

Acin pitch deck: the facts

Company

Acin

Year

2018

Stage

Series-A

Slides

14

Sector

FinTech / RegTech

Deck type

Investment Opportunity / Series A

Outcome

$12,000,000 Raised

Headquarters

United Kingdom

Acin pitch deck PDF

The full Acin deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Acin pitch deck was used for

This is Acin’s 14‑slide Series A pitch deck used around 2018–2020 to raise its first institutional round for a data standards and subscription network that digitises operational and non‑financial risk for large banks. The deck positions Acin as a transition from an operational risk consultancy (Anchura) into a SaaS and data network serving tier‑one financial institutions, centred on the Acin Terminal and a standardised ‘Acin Code’ taxonomy. The stated purpose is to connect financial institutions digitally so they can proactively manage operational risk and demonstrate control to regulators in a scalable, defensible and profitable way, with a network effect across participating banks. Subsequent public information indicates that Acin’s Series A funding of about $12 million was announced in September 2020, led by Notion Capital with participation from Fitch Ventures and others.

Business model: Acin provides a cloud-based, data standards and benchmarking platform that digitises, aggregates and normalises operational and non‑financial risk control data for tier‑one financial institutions, delivered as a subscription data network and SaaS platform.

Round

Series A

Year

2020

Lead investor

Notion Capital

Investors

Notion Capital, Fitch Ventures, Additional venture and strategic investors including Citi Ventures, Bain Capital Ventures and others as later reported i

Founded

2018

Headquarters

London, United Kingdom

Industry

FinTech / RegTech (operational risk / non‑financial risk data network)

Raised: Approximately $12 million (reported as about €10.3 million or $12 million in Series A coverage).

Total funding: At least $36 million across a $12 million Series A announced in 2020 and a $24 million Series B announced in 2024.

Use of funds as presented: To spearhead a revolution in managing operational and non‑financial risk by expanding Acin’s data standards platform and collaborative network across tier‑one banks, driving rapid growth of its operational risk control data network.

What happened after the Acin deck

Following its Series A deck and subsequent $12 million Series A, Acin expanded its operational risk control data network across tier‑one banks, received industry recognition, raised a $24 million Series B from leading banks, and was later acquired by RegTech Cube, demonstrating substantial execution against its pitch‑deck vision of a defensible operational risk data network.

• Series A funding of around $12 million announced in September 2020, led by Notion Capital with participation from Fitch
• Growth of the Acin operational risk data network to over a dozen tier‑one banks using the shared platform for benchmarki
• Recognition such as Risk.net’s OpRisk Innovation of the Year award, highlighting the platform’s impact on digitising ope
• Series B funding of $24 million raised from a consortium of leading global banks including J.P. Morgan, Citi, BNP Pariba

What the Acin deck got right

• Problem framing grounded in Basel and FCA regulatory definitions. The deck anchors its thesis in authoritative regulatory definitions and quotes, using the Basel Committee definition of operational risk and FCA findings on conduct risk and senior management oversight to frame the problem as both large and regulator‑driven. This gives investors confidence that the pain point is structural and enduring.
• Credible consulting‑to‑SaaS transition story with prior revenue. Acin leverages its heritage as an operational risk consultancy (Anchura) that grew to £12m revenue by 2016, then explicitly positions a transition into a SaaS and data subscription network serving tier‑one financial institutions. This provides credibility, domain expertise and existing relationships with banks that de‑risk early adoption of the platform.
• Strong articulation of a data‑first platform and proprietary ‘Acin Code’. The deck clearly describes the Acin Terminal and platform as a data‑first architecture with a standard taxonomy (Acin Code), APIs and NLP to align client risk/control data and enable cross‑industry comparison, interpretation and benchmarking. This combines a tangible product (terminal) with a defensible data asset (network and code).
• Concrete client case studies that expose measurable risk/control gaps. Client case study slides quantify missing controls, duplicated metrics, and gaps in risk coverage across real banks, showing how Acin identifies significant deficiencies and supports remediation. This evidence‑driven approach demonstrates measurable impact rather than abstract benefits.
• Clear linkage between platform use and financial/regulatory outcomes. The benefits slides tie the solution directly to reduced incidents, lower fines and losses, operational cost savings, improved regulatory transparency, and real‑time risk intelligence, making the value proposition both strategic and financial for senior management and investors.
• Compelling network‑effect and industry‑standard positioning. The pitch emphasises a collaborative, networked model where banks benefit from peer benchmarking and shared intelligence, creating network effects and increased defensibility as more institutions join. This positions Acin as an emerging industry standard rather than a single‑bank tool.

What could have been stronger

• Limited explicit traction metrics in the deck itself. Across the OCR’d slides there is no visible slide that clearly states concrete traction metrics such as number of banks live on the network at the time, ARR, growth rate, or contract values; later sources report 13–14 banks using the platform, but this is not explicitly quantified in the deck itself. This forces investors to infer traction rather than seeing time‑stamped metrics.
• Consulting‑to‑SaaS transition economics are not fully quantified. The deck describes a transition from the consultancy Anchura to a SaaS/data subscription network but does not clearly break out how much historic consultancy revenue exists versus recurring SaaS/data revenue, nor the margin profile. Given the ‘consulting‑to‑SaaS’ story, investors may need more clarity on how much of the business has already shifted to scalable, high‑margin subscription revenue.
• Technical and security architecture only lightly covered. The platform and terminal are described in conceptual terms (standardised architecture, Acin Code, NLP, APIs), but the OCR text does not show concrete implementation detail, deployment model, or technical differentiation beyond data taxonomy and network effects. For technical or security‑sensitive buyers, the absence of clearer architecture and security slides is a potential gap.
• Go‑to‑market strategy for tier‑one banks is under‑specified. The deck emphasises regulatory focus and high losses but, based on the OCR, does not show a fully fleshed‑out go‑to‑market motion (sales cycle length, pricing, land‑and‑expand model across divisions and geographies). For a complex enterprise sale into tier‑one banks, investors would likely want more detail on commercial execution.

How an investor would read this deck

What draws attention

• Evidence that large banks will standardise on a shared operational risk taxonomy and contribute data to a common network, including proof of existing participants and reference clients.
• Transition metrics from the legacy consultancy (Anchura) to a SaaS and data subscription business: proportion of revenue from recurring subscriptions, gross margins, and churn.
• Defensibility of the ‘Acin Code’ data standard and network: barriers to entry for competitors and potential for banks or consortia to build a similar network themselves.
• Regulatory and data‑privacy posture of the network, including how sensitive operational risk data is anonymised, governed and benchmarked safely.
• Scalability of the platform across additional institutions, geographies and risk domains and the incremental economics of adding new banks and data sets.

Risks that stand out

• Adoption risk if banks are reluctant to contribute detailed risk and control data to a shared network due to confidentiality, liability or competitive concerns, limiting network effects.
• Platform concentration on a relatively small number of tier‑one banks could create revenue concentration risk and high exposure to a few large clients.
• Potential for regulatory or supervisory changes to alter how operational risk is measured and reported, requiring significant updates to the Acin Code and platform.
• Competitive risk from other RegTech or risk‑data providers, or from banks building internal standards and benchmarking consortia, which could erode Acin’s differentiation.
• Execution risk in fully transitioning from a consultancy heritage to a scalable SaaS/data business, including organisational changes, productisation, and investor expectations for SaaS metrics.

Questions this deck invites

• What was Acin’s annual recurring revenue and number of contracted tier‑one banks at the time of the Series A, and how did that compare to prior consultancy revenue from Anchura?
• How is customer data anonymised and standardised in the Acin network, and what regulatory or contractual frameworks govern data sharing among banks?
• What is the pricing model for the Acin Terminal and data subscriptions (by institution, division, number of risks/controls, or usage), and what typical contract sizes and renewal rates have been observed?
• What specific operational risk categories and control types are currently covered by the Acin Code, and how quickly can new risks/controls be incorporated as regulations and practices change?
• How long is the typical sales cycle into a new tier‑one bank, which teams sponsor the purchase (risk, compliance, front office), and what are the key objections encountered in enterprise procurement?

What founders can take from the Acin deck

• A deep operational risk consultancy heritage can be repositioned into a scalable SaaS and data network if the deck clearly articulates the transition story and shows how historic domain expertise underpins a proprietary data standard (the ‘Acin Code’) and network effects.
• Defining the problem with authoritative regulatory references (Basel Committee, FCA conduct findings) and concrete loss figures makes the pain point tangible for investors in complex domains like non‑financial risk.
• A ‘data‑first build strategy’ slide that explains how client interfaces, APIs, and NLP feed into a central taxonomy and benchmarking engine helps investors understand why the platform can scale across institutions and use cases.
• Case‑study slides that quantify missing controls, duplicated metrics and identified gaps in real banks make the value proposition concrete and demonstrate that the network surfaces non‑obvious risk/control deficiencies.
• Explicitly framing client benefits in terms of reduced incidents, lower fines and losses, operational cost savings, and improved regulator relations can connect the technical product to financial and strategic outcomes investors care about.
• Positioning the platform as a shared industry network, rather than just a point solution, helps justify defensibility and potential for category leadership in operational risk data standards.

Acin pitch deck: common questions

What does Acin do, according to this pitch deck and later sources?

Acin is a London‑based RegTech company that operates a cloud data standards and benchmarking network for operational and non‑financial risk, connecting tier‑one banks so they can digitise, measure and manage their risk controls using a standardised inventory and peer benchmarking. In the deck, Acin describes itself as a transition from an operational risk consultancy into a SaaS and data subscription network focused on tier‑one financial institutions.

How much did Acin raise in the Series A round this deck supported, and who invested?

The deck was used for Acin’s Series A fundraise, with external reports showing a Series A of about $12 million announced in September 2020. The round was led by Notion Capital, with participation from Fitch Ventures and a broader group of venture and strategic investors such as Citi Ventures, Bain Capital Ventures and others, according to later investor listings.

What problem is Acin’s Series A deck claiming to solve?

The deck’s problem slides define operational risk using the Basel Committee’s definition and highlight that it is complex, opaque, costly, and difficult for banks to demonstrate proactive control to regulators. It argues that banks treat controls data as an asset but cannot tag, benchmark or use it strategically; organisations re‑invent the wheel and fail to leverage collective industry knowledge, while regulators remain highly focused on conduct and control failures.

What is the Acin product described in the pitch deck?

Acin’s core product in the deck is the **Acin Terminal**, a SaaS interface to a data‑first platform and a standardised risk/control taxonomy (“Acin Code”). Clients align their risk and controls data to the Acin architecture, access curated market‑leading risks and controls validated across the network, and use dashboards, reporting and APIs integrated with natural language processing to understand relationships between their data and the network.

Did Acin’s Series A vision in the deck materialise afterwards?

Yes. External coverage and Acin’s own resources confirm that the company built an operational risk control data network used by multiple tier‑one banks and went on to raise a $12 million Series A in 2020 and a $24 million Series B from a consortium of leading banks. These later outcomes substantiate the deck’s claims about building a defensible data network and serving the world’s largest banks as clients.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

• British fintech Acin secures €10.3 million to spearhead operational and non-financial risk revolution
• A Bid for Operational-Risk Data Aggregation and Standardization
• British fintech Acin secures €10.3 million to spearhead operational and non-financial risk revolution | EU-Startups
• Acin · Winfred
• Home | Simplifying operational risk
• Acin: Funding, Team & Investors | Startup Intros
• Resources – Industry Insights & News - Acin
• Acin aims to take advantage of its momentum

Acin pitch deck slides

What each slide of the Acin pitch deck says

Slide 2

Company Purpose We believe that connecting financial institutions together digitally is critical to the proactive management of Operational Risk and that this technology network creates a scalable, defensible and profitable business "The risk of loss resulting from inadeguate or faded internal processes, people and systems or fram external events." The Basel Commitiee on Banking Supenasion definition of Operational Risk (also known as non-financial risk) "I have sean Operalional Risk nse in significance 've always wondered what it would take lo turn it into an engineerning discipling — Acin answers my quesfion." Cris Conde (Former President and CEQ, SunGard)

Slide 3

Evolution Acin has Transitioned from an Operational Risk Consultancy to a Saa$S and Data Subscription Network Serving Tier 1 Financial Institutions 200 Anchura lounded, grows b £12m reverue in 2016 Up to 2016 2019 nology pawered) Client wins. Fob 2020

Slide 4

Dafined by Basal 1 Defined by FCA Operational Risk Definitions Key Focus of the Basel Committee on Banking Supervision Definition of Operational Risk @ Classification of Oporational Risks A "The risk of joas resulting from insdequale or failed inemal procedses, pecole and systoms or from externat events" Basel Commities Sametmaes known as "non-financial risk" - " } Banking Business mmm Lines E SM&CR Acin Code Plus irtordaalier beokers, venues, axchanges, ceaing houses, insurance Semor Manages and Cortihication Regene — an FCA regulition Apples 10 UK banking secior and insurers; intended to reduce financal senvico consumer harn and strengghon marked integrity by making individuals accountabl…

Slide 5

Operational Risk — The Problem A Complex, Opague Area Which is Costly for Organisations Regulatory Remains & focus ared and SMACR creales porsonad kabiity for Getting it wrong is costly.. focus senior managers ... but banks do keap Not a strategic Cortrols data as an asset {e.g. reference. thamatic. raing, Getting Ik wirocig tool incidents, losses) cannct be tagoed and used as a tool m Opague Being in control cannot be proaciively demonstrated, S!!an.-.grm picture chafienged, cbpectively measured and reporied lossos R Banking Loss Repcrt, 2010 Organisational Organisations are conmuously re-imventing the whoed and not challenges levernging colloctive industry knowledge W&nk;ol:t;ushm - AFMEL…

Slide 6

Operational Risk Challenges Regulators Still Remain Very Focused on Risks and Controls "firms were less able to demonstrate that senior management had clear sight and contrel of the conduct risks presented by the front office in terms of conflicts of interest or more serious issues around market abuse, such as a rogue trader, or polential market manipulation" FCA, Sep 2015 PR AL M CAATION . A ecury RERCFLAN CEMTRAL BANK L LI srgulans wamm Eyuton w0 pepwsted Erogen Fs B 1.1 Ol o Farmar JPMorgan Trader Tl R i Forvagen [ peenngn sonss M ety Sumted Tader) bel Convicted of Price Fixing sowmpliny Lol - —re o o e Sl b n FX Market K Aatny Ay s & Ve s Do e 50 e - May 2019 [ Mov 2018 "What proactive…

Slide 7

The Acin Terminal The Acin Terminal has been designed to help our clients solve some of the many non-financial risk challenges that they face Align your sk ond controls dats around a standandied architecture to taciitabe cross-industry companson and inlerpretation. Risk & Conirol Expicrer i.&% Risks and Conlrois Conlent Irtemogate and visualize your nonIdentity and adopl market leading finarcial sk and control landscaps risks and controis curated by o understnng eslationships and industry axpents and vabdalod by alignment to the rest of the network. mambers of the Acin network.

Slide 8

The Acin Platform Data-First Build Strategy Delivers an Easy-to-Use Platform for Use Across Organisations e mEmm s s mmEy g ——— Information s presented back to cliens though the . aaad) Acin Terminal. This provides a set of reporting and * dashboards 1o access (he valuable insights Adin dacker has calculated [ I Chent mterfaces are presentad as a set of ' " <,g> accessible APls. These integrate with our bespoke Natural Language Processng enging 10 generate A the relationships batween a chent and the network ® python The Acin slandard data thxonomy has been developed to understand, store and manage ol Operational Risk data and the associated relationships (networks)

Slide 9

Benefits to Clients Transformation of the Risk and Control Environment More effective control environment More efficient control environment Systematically maintaining control and creating transparency Demonstration of control to regulators Paer collaboration and network offect T f [ % B R LU S Lowers the number of incldents and therefors lowers fines and losses Dellvers operational cost savings Produces transparency, operational cost savings and drives offectivenass and efficiency Quantitative avidence and rexldime independent peer benchmarking Contoxt and ability 1o use as strategic tool Real-time risk intellighnce and assurance Risk ientification ansures no unknown unknawns that are knew…

Slide 10

Client Case Studies The Acin Solution Identifies Significant Risk/Control Deficiencies — Allowing for Reinforcement Action and Improved Efficiency and Reporting % Missing vs. Gaps Identified Top 3 Areas of Risk Koy Findings Acin Standard * Significant gaps 10 ihe ! m * Unauthorzed Acin database with ; trading missing risks and Bank 1 ke 26Xoynsks o Tried party contrais 45 . * Cyber fisk * KPis for controls misseng * B0 Metrics missing Dcrcss the board * 55% of duplicates, in - s excess of 400 controls trading ¢ 14% controls without v 15 Keytisks Bank 2 .m ok - dascription 163 . * Missng cone aftridutos 134 Matrics * Product defoct inel % famdly, cwner 11 Kay controls ressing * Rogue Algonth…

Slide text above is read directly from the Acin deck PDF embedded on this page.

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