ClearSpace Group helps financial institutions and growth-stage companies simplify complex organizations, strengthen governance, and deploy AI responsibly — making your firm simpler, safer, and faster.
Three integrated disciplines — each led by senior practitioners with decades of institutional experience.
Redesign operating models and deliver complex transformation programs with hands-on senior leadership.
Strengthen your risk posture, modernize controls, and navigate regulatory complexity with confidence.
Deploy AI that regulators trust, your risk team endorses, and your operations team can actually use.
Most firms advise on AI policy from a slide deck. We build, test, and deploy AI in real financial services workflows — then design the governance to keep it compliant.
Automated quality assurance across controls, regulatory deliverables, and operational processes.
Board-ready governance structures and AI risk policies aligned to emerging regulatory expectations.
AI-powered tracking, escalation, and root cause analysis for audit findings and operational incidents.
AI-enhanced scenario generation and sensitivity analysis for risk and capital planning.
Built by executives who've led transformations inside the largest global institutions — as COOs, CAOs, and direct regulatory points of contact. We don't just advise. We execute.
We build, test, and deploy AI in real financial services environments. Our governance frameworks come from hands-on technical practice — not secondhand research.
Every engagement is staffed with senior practitioners. No bait-and-switch. No 40-person teams billing hours. Focused expertise, measurable outcomes.
Engage ClearSpace at any stage — or let us take you through the full journey.
Gap analysis and current-state diagnostic. We identify what's working, what's missing, and where risk is concentrated.
Framework architecture and roadmap. Policies, governance structures, and controls tailored to your institution.
Hands-on implementation. We embed with your teams to build the infrastructure — not just the documentation.
Ongoing monitoring, examination readiness, and continuous improvement. We stay until it sticks.
Flexible engagement: Hire us for a single phase or the complete program. Most clients start with Assess.
On February 20, 2026, the US Department of the Treasury released its Financial Services Sector AI Risk Management Framework — the most comprehensive federal guidance to date on how financial institutions should govern artificial intelligence. This isn't a set of principles. It's a framework with 230 specific control objectives across ten governance domains.
The framework aligns with the NIST AI Risk Management Framework but translates it specifically for financial services — covering model risk management, data governance, third-party AI oversight, human oversight, bias testing, incident response, and Board-level reporting. Critically, it doesn't distinguish between institutions that build their own AI models and those using vendor-provided tools. If your employees are using AI in any form, the governance expectation applies.
The fundamental question for every board: Do you have a complete inventory of what AI tools your people are using — and a governance framework around that usage? For most mid-market institutions, the honest answer is no. That gap is now visible to examiners.
This framework arrives alongside the EU AI Act's high-risk provisions (effective August 2026), updated OCC guidance on model risk management, and the CFPB's increased focus on AI in fair lending. Together, these create a regulatory environment where AI governance has moved from optional to supervisory expectation. Institutions going through mergers or technology transformations face an additional layer: harmonizing AI governance across combined organizations without creating blind spots.
What to do now: Conduct an AI inventory across the institution. Establish a tiered risk classification framework. Build a governance structure that maps to the Treasury framework's ten domains. The institutions that move now will have a defensible position when examiners ask. Those that wait will be building under pressure — which is always more expensive.
No slide deck. No sales pitch. A clear-eyed discussion about where your institution stands — and what's ahead.