One of the nation’s top 5 banks received a consent order from the United States Office of the Comptroller of the Currency (OCC) requiring them to improve their Bank Secrecy Act/Anti-Money Laundering (BSA/AML) program. As the bank began remediation of over 300,000 customers, they wanted to develop, communicate, and implement standard processes. Each of their 23 Lines of Business (LOB) had slightly different business models, systems, vendor teams, and organizational structures, which made standardization difficult. In addition, the large size of the project made internal communication a challenge. They needed to create a centralized middle office to serve as an intermediary to help solve these issues.