ABOUT ALACER MATRIX
Deep in the industry.
Built to deliver.
Independent perspective, specialist financial-services expertise and access to a global technology delivery organization.
OUR STORY
Specialist roots.
Global capability.
Formed in 2009 as The Alacer Group, the firm established its practice working primarily with financial institutions. In November 2024, Alacer joined Matrix, combining specialist depth with the breadth and scale of an international technology group.
We connect advisory, workflow transformation, data and AI implementation, regulatory and risk governance, and specialist capacity to deliver outcomes from design through business-as-usual operations.
Explore our signature EPIF method ↗︎EXECUTIVE LEADERSHIP
Accountability
behind every engagement.
Richard Paxton
Richard leads the transformation practice, where decades of enterprise experience shape how the firm designs operating models rather than only advising on them. His focus is the discipline behind EPIF: establishing what the work actually costs, redesigning the process before the technology, and proving where AI and automation change the economics. He works with leaders replacing fragmented systems and siloed data with integrated, measurable capability.
Read leadership perspectives ↗︎Sanjay Avasthi
Sanjay co-founded Alacer and leads how its engagements are delivered. His work centers on operational design: structuring delivery around measured capacity, standardizing process before systems are selected, and sequencing automation and AI so each investment is justified by the workflow beneath it. He partners with operations and technology leaders building scalable models in which cost, quality and performance hold after the engagement closes.
Joe Veckerelli
Joe brings 20 years in financial services, having led more than 40 AML engagements for banks across the US, Canada and Europe. He concentrates on KYC and mortgage operations, strengthening BSA, AML and OFAC programs while resolving the regulatory and internal audit findings that follow from them. A certified Lean Six Sigma leader, he redesigns the process first, then applies automation and AI where the controls, data and evidence support it.
Additional team biographies and photography should be added only after the individuals and their roles have been confirmed for public use.
HOW WE DELIVER
One connected team.
Multiple delivery models.
Close to the decision
Client advisory, regulated judgment and program leadership.
Onshore teams sit with the people accountable for the outcome. This is where regulated judgment belongs: supervisory conversations, control design and decisions that have to be defended to a board or an examiner. Engagement leads work inside the client's governance cycle, so direction changes in days rather than at the next steering committee.
SUITED TORegulatory exposure, board-level scrutiny, decisions that cannot be delegated.
Engineering at pace
Data, process and technology build with overlapping working hours.
Nearshore carries the build. Process engineers, data specialists and automation developers work with enough working-hour overlap that design questions are settled the same day instead of queued overnight. It suits iterative work: mapping, prototyping and reworking a workflow with the business watching, before anything is committed to production.
SUITED TOWorkflow redesign, data and integration build, automation and AI pilots.
Operations at scale
Managed service, technology support and specialized operating capacity.
Offshore sustains the work once it is designed. Managed service teams, technology support and specialist operating capacity run documented processes against agreed service levels, with quality sampling and exception reporting built in. Unit economics improve here, which is why EPIF sequences it after the process has been standardized.
SUITED TOHigh-volume operations, steady-state support, capacity that must flex.
Delivery hubs and engagement structures depend on project scope, geography, data-residency requirements and contracted services.