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What is Intercompany Accounting?

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Tookitaki
05 Jan 2021
8 min
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What is Intercompany Accounting? 

Intercompany accounting stands for the processing and accounting of inter-company/internal financial activities and events that cross legal entities, branches, or national borders. This may include (but is not limited to) the sales of products and services, fee sharing, royalties, cost allocations, and financing activities. Intercompany accounting is a broader segment than accounting – it extends into various functions, which include finance, tax, and treasury. According to the accounting firm, Grant Thornton LLP, intercompany transactions account for 30-40% of the global economy, which amounts to almost $40 trillion annually, and is further ranked as the ‘5th most common cause of corporate financial restatements’.

A 3-Step Approach to Intercompany Accounting

The transactions are important for many reasons, such as compliance with local tax codes, accurate reporting, regulations, good governance in general, and accounting rules. Financial institutions that need to improve their intercompany accounting can use this 3-step approach to intercompany accounting to improve their performance:

  1. Establish Standards, Policies, and Procedures: The foremost step to improve intercompany accounting is to establish a consistent process that can help identify, authorize, and clear the intercompany transactions. Although it would be easier to go with automation as the initial step, since the manual processes serve as an issue (they do not have consistent standards), chances are that attempting to automate the intercompany accounting will turn into a failure.

The policies and procedures are meant to include a list of what products and services are supposed to be provided between subsidiaries, along with transfer pricing for each, and the level of authorization needed for any transaction. Some other specifications may include a list of designated intercompany accounts, rules to identify and complete transactions, and a schedule that has specific deadlines to clear the balances every month.

  1. Automate the processes: According to a survey by Deloitte on ‘Intercompany Accounting & Process Management’, 54% of the companies still rely on manual intercompany processing, 47% only have ad hoc netting capabilities, while 30% report a significant out-of-balance position. After the policies and procedures are integrated and followed, the next step is to go for automation. The reason behind this is that keeping up with thousands of transactions by using spreadsheets is an inefficient method – one that only increases the risk of having errors. Further, in the case of companies that have subsidiaries in various countries, it becomes even more challenging to keep track. Alongside this, dealing with the currency exchange rates, the local tax codes, and the different rules for accounting can make it impossible to complete the process on time.

Yet, not all accounting solutions can manage intercompany transactions. There is software designed for emerging companies, which does not typically support multiple business entities. This can be a critical limitation, as it makes identifying and matching the transactions between various subsidiaries a manual process.

The minimum requirement from the software is that it should be able to tag intercompany purchase orders and sales orders when they are created, and link them automatically. This will help the accounting team, as they will no longer have to search amongst thousands of transaction entries to find the matching pairs. The revenue and expenses of intercompany transactions should be removed automatically from consolidated financial statements, specifically during the closing process. Another requirement from the software system is that it should also include intercompany netting functionality, which not only saves time and effort during the settlement process, but also saves money by reducing the number of invoices that need to be generated, plus payments that have to be processed every month.

  1. Centralize: It is mainly the corporate accounting staff’s job to manage intercompany accounting, which means that most things get done as part of the closing procedure. Yet, as the accounting team has other responsibilities, it isn’t ideal to wait until the end of the month, as it would extend the close cycle. On its own, the intercompany elimination can add days to the procedure if it’s not automated, which has an impact on the timings of the reports. The added pressure to close the books at the earliest may also increase the risk of errors.

So, centralizing the intercompany accounting serves as one of the best practices, either under a select person, or, in case there is a larger volume of people, a group of individuals under the supervision of the corporate controller. While dedicating resources to manage an activity that isn’t categorized as strategic could be a bit hard to explain, the efficiencies that companies gain, along with the improved supervision of this process, eventually pays its dividends. Managing the process centrally requires visibility into all intercompany transactions, which is difficult for companies that rely on multiple, differing accounting systems. So, in case one truly wants to control the process, it’s difficult to manage the business with different subsidiaries on a single accounting platform.

Types of Intercompany Transactions 

The three main types of intercompany transactions include: downstream, upstream, and lateral. Let’s understand how each of these intercompany transactions is recorded in the respective unit’s books. Also, their impact, and how to adjust the financials that are consolidated.

  1. Downstream Transaction: This type of transaction flows from the parent company, down to a subsidiary. With this transaction, the parent company records it with the applicable profit or loss. The transaction is made transparent and can be viewed by the parent company and its stakeholders, but not to the subsidiaries. For example, a downstream transaction would be the parent company selling an asset or inventory to a subsidiary.
  2. Upstream Transaction: This type of transaction is the reverse of downstream and flows from the subsidiary to the parent entity. For an upstream transaction, the subsidiary will record the transaction along with related profit or loss. An example would be when a subsidiary might transfer an executive to the parent company for a time period, charging the parent company by the hour for the executive’s services. For such a case, the majority and minority interest stakeholders can share the profit/loss, as they share ownership of the subsidiary.
  3. Lateral Transaction: This transaction occurs between two subsidiaries within the same parent organization. The subsidiary/subsidiaries record their lateral transaction along with profit and loss, which is similar to accounting for an upstream transaction. For example, when one subsidiary provides IT services to another, with a fee.

Intercompany Transactions Accounting Importance

Intercompany transactions are of great importance, as they can help to greatly improve the flow of finances and assets. Studies on transfer pricing help to ensure that the intercompany transfer pricing falls within reach of total pricing in order to avoid any unnecessary audits.

Such intercompany transactions accounting can help with keeping records for resolving tax disputes, mainly in the countries/jurisdictions where the markets are upcoming and new, and where there is little to no regulation governing the related parties’ transactions. The following are a few areas that are affected by the use of intercompany transactions accounting:

  • Loan participation
  • Sales and transfer of assets
  • Dividends
  • Insurance policies
  • Transactions that have member banks and affiliates
  • The management and service fees

 

What is an Intercompany Transaction? 

Intercompany transactions happen when the unit of a legal entity makes a transaction with another unit of the same entity. There are many international companies that take advantage of intercompany transfer pricing or other related party transactions. This is to influence IC-DISC, promote improved transaction taxes, and, effectively, enhance efficiency within the financial institution. The transactions are essential to maximizing the allocation of income and deduction. Here are a few examples of such transactions:

  • Between two departments
  • Between two subsidiaries
  • Between the parent company and subsidiary
  • Between two divisions

There are two basic categories of intercompany transactions: direct and indirect intercompany transactions.

  1. Direct Intercompany Transactions: These transactions may happen from intercompany transactions between two different units within the same company entity. They can aid in notes payable and receivable, and also interest expense and revenues.
  2. Indirect Intercompany Transactions: These transactions occur when the unit of an entity obtains the debt/assets issued to another company that is unrelated, with the help of another unit in the original parent company. Such transactions can help various economic factors, including the elimination of interest expense on the retired debt, create gain or loss for early debt retirement, or remove the investment in interest and bond revenue.

Intercompany Accounting Best Practices

In a survey conducted in 2016 by Deloitte, which included over 4,000 accounting professionals, nearly 80% experienced challenges related to intercompany accounting. The issue was around differing software systems within and across financial institute units and divisions, intercompany settlement processes, management of complex legal agreements, transfer pricing compliance, and FX exposure. With issues such as multiple stakeholders, large transaction volumes, complicated entity agreements, and increased regulatory scrutiny, it’s clear that intercompany accounting requires a structured, end-to-end process. Here are some of the intercompany accounting best practices:

Streamline and Optimize the Process with Technology

It is counted as intercompany accounting best practices to have technology-enabled coordination and orchestration streamline intercompany accounting across the entire financial institution. Automation removes the burden of having to identify counterparties across various ERP systems. The integrated workflows ensure that tasks are completed in the correct order and in the most efficient timeframes, with the removal of any additional managers, who would waste their time chasing the completion of this task.

With automation, users can collaborate more easily and resources are deployed more efficiently. The employees who were previously occupied by keeping the data moving are freed to perform tasks of higher-value. With this, the result is faster resolution, along with timely and accurate elimination of intercompany transactions, cost savings, reduced cycle times, and an accelerated closing.

Streamline the Intercompany Process with a Single View

The elimination of intercompany transactions as a collaborative process requires the counterparties to have full visibility of their respective balances, along with the differences between them, and the underlying transactions. In an intragroup trade, too, counterparties need shared access to a common view of their intercompany positions.

With KPI monitoring, there is an overview of intercompany accounting status, which highlights potential delays in real-time and in a visual manner. The dashboards and alerts allow for companies to manage their progress in real-time, giving accounting professionals an overview of tasks that haven’t yet started or finished. With this visibility, team leaders can review bottlenecks by task, individual, cost center, as well as entity.

Eliminate Intercompany Mismatches Early on in the Process

In order to minimize delays around the agreement of intercompany differences, one needs to start the process prior to usual in the reporting cycle. By viewing intercompany mismatches this early on in the reporting cycle, individual companies can take remedial action and correct their positions before the consolidation is attempted.

The direct integration with the ERP systems allows financial institutes to extract invoice details to help reconcile differences in a more detailed manner. After resolving the differences, adjustments can be posted directly into ERP systems through the process, without manually posting reconciling journal entries. This is why automation effectively turns the intercompany process into a preliminary close, well in advance of the normal reporting cycle, every month.

Manage Intercompany Risk

One can eliminate endless standalone spreadsheets, which are typically used by individuals to manage intercompany accounting, by using an automated system that gives companies one version of the truth, along with an audit trail of activities detailing when and by whom they were completed. The workflows give the company employees ownership of every activity and eliminate the interdependencies of these tasks.

Financial institutes are able to orchestrate and monitor intercompany accounting as a fundamental part of their internal controls. The role-based security, aligned with the company’s underlying applications, maintains the integrity of roles and access. At the same time, one can attach or store procedures and policy documents in task list items, which are made immediately available to the people performing the intercompany tasks.

Devise Bullet-Proof Centralized Governance and Policies

For effective intercompany accounting, standard global policies are required to govern critical areas, such as data or charts of accounts, transfer pricing, and allocation methods. Companies may establish a center of excellence with joint supervision from accounting, tax, and treasury. It serves as a resource to address global process standardization and issues related to intercompany accounting. Having a single company-wide process would mean that companies adhere to best practices and give all finance stakeholders immediate visibility of issues, tasks, and bottlenecks that need escalation or remediation. This can help financial institutes benchmark their performance, address underlying issues, and facilitate post-close reviews. Further, it would help them to subsequently streamline activities in order to encourage a continuous process improvement and accelerate the close.

 

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Blogs
03 Feb 2026
6 min
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Detecting Money Mule Networks Using Transaction Monitoring in Malaysia

Money mule networks are not hiding in Malaysia’s financial system. They are operating inside it, every day, at scale.

Why Money Mule Networks Have Become Malaysia’s Hardest AML Problem

Money mule activity is no longer a side effect of fraud. It is the infrastructure that allows financial crime to scale.

In Malaysia, organised crime groups now rely on mule networks to move proceeds from scams, cyber fraud, illegal gambling, and cross-border laundering. Instead of concentrating risk in a few accounts, funds are distributed across hundreds of ordinary looking customers.

Each account appears legitimate.
Each transaction seems small.
Each movement looks explainable.

But together, they form a laundering network that moves faster than traditional controls.

This is why money mule detection has become one of the most persistent challenges facing Malaysian banks and payment institutions.

And it is why transaction monitoring, as it exists today, must fundamentally change.

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What Makes Money Mule Networks So Difficult to Detect

Mule networks succeed not because controls are absent, but because controls are fragmented.

Several characteristics make mule activity uniquely elusive.

Legitimate Profiles, Illicit Use

Mules are often students, gig workers, retirees, or low-risk retail customers. Their KYC profiles rarely raise concern at onboarding.

Small Amounts, Repeated Patterns

Funds are broken into low-value transfers that stay below alert thresholds, but repeat across accounts.

Rapid Pass-Through

Money does not rest. It enters and exits accounts quickly, often within minutes.

Channel Diversity

Transfers move across instant payments, wallets, QR platforms, and online banking to avoid pattern consistency.

Networked Coordination

The true risk is not a single account. It is the relationships between accounts, timing, and behaviour.

Traditional AML systems are designed to see transactions.
Mule networks exploit the fact that they do not see networks.

Why Transaction Monitoring Is the Only Control That Can Expose Mule Networks

Customer due diligence alone cannot solve the mule problem. Many mule accounts look compliant on day one.

The real signal emerges only once accounts begin transacting.

Transaction monitoring is critical because it observes:

  • How money flows
  • How behaviour changes over time
  • How accounts interact with one another
  • How patterns repeat across unrelated customers

Effective mule detection depends on behavioural continuity, not static rules.

Transaction monitoring is not about spotting suspicious transactions.
It is about reconstructing criminal logistics.

How Mule Networks Commonly Operate in Malaysia

While mule networks vary, many follow a similar operational rhythm.

  1. Individuals are recruited through social media, messaging platforms, or informal networks.
  2. Accounts are opened legitimately.
  3. Funds enter from scam victims or fraud proceeds.
  4. Money is rapidly redistributed across multiple mule accounts.
  5. Funds are consolidated and moved offshore or converted into assets.

No single transaction is extreme.
No individual account looks criminal.

The laundering emerges only when behaviour is connected.

Transaction Patterns That Reveal Mule Network Behaviour

Modern transaction monitoring must move beyond red flags and identify patterns at scale.

Key indicators include:

Repeating Flow Structures

Multiple accounts receiving similar amounts at similar times, followed by near-identical onward transfers.

Rapid In-and-Out Activity

Consistent pass-through behaviour with minimal balance retention.

Shared Counterparties

Different customers transacting with the same limited group of beneficiaries or originators.

Sudden Velocity Shifts

Sharp increases in transaction frequency without corresponding lifestyle or profile changes.

Channel Switching

Movement between payment rails to break linear visibility.

Geographic Mismatch

Accounts operated locally but sending funds to unexpected or higher-risk jurisdictions.

Individually, these signals are weak.
Together, they form a mule network fingerprint.

ChatGPT Image Feb 3, 2026, 11_26_43 AM

Why Even Strong AML Programs Miss Mule Networks

This is where detection often breaks down operationally.

Many Malaysian institutions have invested heavily in AML technology, yet mule networks still slip through. The issue is not intent. It is structure.

Common internal blind spots include:

  • Alert fragmentation, where related activity appears across multiple queues
  • Fraud and AML separation, delaying escalation of scam-driven laundering
  • Manual network reconstruction, which happens too late
  • Threshold dependency, which criminals actively game
  • Investigator overload, where volume masks coordination

By the time a network is manually identified, funds have often already exited the system.

Transaction monitoring must evolve from alert generation to network intelligence.

The Role of AI in Network-Level Mule Detection

AI changes mule detection by shifting focus from transactions to behaviour and relationships.

Behavioural Modelling

AI establishes normal transaction behaviour and flags coordinated deviations across customers.

Network Analysis

Machine learning identifies hidden links between accounts that appear unrelated on the surface.

Pattern Clustering

Similar transaction behaviours are grouped, revealing structured activity.

Early Risk Identification

Models surface mule indicators before large volumes accumulate.

Continuous Learning

Confirmed cases refine detection logic automatically.

AI enables transaction monitoring systems to act before laundering completes, not after damage is done.

Tookitaki’s FinCense: Network-Driven Transaction Monitoring in Practice

Tookitaki’s FinCense approaches mule detection as a network problem, not a rule tuning exercise.

FinCense combines transaction monitoring, behavioural intelligence, AI-driven network analysis, and regional typology insights into a single platform.

This allows Malaysian institutions to identify mule networks early and intervene decisively.

Behavioural and Network Intelligence Working Together

FinCense analyses transactions across customers, accounts, and channels simultaneously.

It identifies:

  • Shared transaction rhythms
  • Coordinated timing patterns
  • Repeated fund flow structures
  • Hidden relationships between accounts

What appears normal in isolation becomes suspicious in context.

Agentic AI That Accelerates Investigations

FinCense uses Agentic AI to:

  • Correlate alerts into network-level cases
  • Highlight the strongest risk drivers
  • Generate investigation narratives
  • Reduce manual case assembly

Investigators see the full story immediately, not scattered signals.

Federated Intelligence Across ASEAN

Money mule networks rarely operate within a single market.

Through the Anti-Financial Crime Ecosystem, FinCense benefits from typologies and behavioural patterns observed across ASEAN.

This provides early warning of:

  • Emerging mule recruitment methods
  • Cross-border laundering routes
  • Scam-driven transaction patterns

For Malaysia, this regional context is critical.

Explainable Detection for Regulatory Confidence

Every network detection in FinCense is transparent.

Compliance teams can clearly explain:

  • Why accounts were linked
  • Which behaviours mattered
  • How the network was identified
  • Why escalation was justified

This supports enforcement without sacrificing governance.

A Real-Time Scenario: How Mule Networks Are Disrupted

Consider a real-world sequence.

Minute 0: Multiple low-value transfers enter separate retail accounts.
Minute 7: Funds are redistributed across new beneficiaries.
Minute 14: Balances approach zero.
Minute 18: Cross-border transfers are initiated.

Individually, none breach thresholds.

FinCense identifies the network by:

  • Clustering similar transaction timing
  • Detecting repeated pass-through behaviour
  • Linking beneficiaries across customers
  • Matching patterns to known mule typologies

Transactions are paused before consolidation completes.

The network is disrupted while funds are still within reach.

What Transaction Monitoring Must Deliver to Stop Mule Networks

To detect mule networks effectively, transaction monitoring systems must provide:

  • Network-level visibility
  • Behavioural baselining
  • Real-time processing
  • Cross-channel intelligence
  • Explainable AI outputs
  • Integrated AML investigations
  • Regional typology awareness

Anything less allows mule networks to scale unnoticed.

The Future of Mule Detection in Malaysia

Mule networks will continue to adapt.

Future detection strategies will rely on:

  • Network-first monitoring
  • AI-assisted investigations
  • Real-time interdiction
  • Closer fraud and AML collaboration
  • Responsible intelligence sharing

Malaysia’s regulatory maturity and digital infrastructure position it well to lead this shift.

Conclusion

Money mule networks thrive on fragmentation, speed, and invisibility.

Detecting them requires transaction monitoring that understands behaviour, relationships, and coordination, not just individual transactions.

If an institution is not detecting networks, it is not detecting mule risk.

Tookitaki’s FinCense enables this shift by transforming transaction monitoring into a network intelligence capability. By combining AI-driven behavioural analysis, federated regional intelligence, and explainable investigations, FinCense empowers Malaysian institutions to disrupt mule networks before laundering completes.

In modern financial crime prevention, visibility is power.
And networks are where the truth lives.

Detecting Money Mule Networks Using Transaction Monitoring in Malaysia
Blogs
03 Feb 2026
6 min
read

AI Transaction Monitoring for Detecting RTP Fraud in Australia

Real time payments move money in seconds. Fraud now has the same advantage.

Introduction

Australia’s real time payments infrastructure has changed how money moves. Payments that once took hours or days now settle almost instantly. This speed has delivered clear benefits for consumers and businesses, but it has also reshaped fraud risk in ways traditional controls were never designed to handle.

In real time payment environments, fraud does not wait for end of day monitoring or post transaction reviews. By the time a suspicious transaction is detected, funds are often already gone.

This is why AI transaction monitoring has become central to detecting RTP fraud in Australia. Not as a buzzword, but as a practical response to a payment environment where timing, context, and decision speed determine outcomes.

This blog explores how RTP fraud differs from traditional fraud, why conventional monitoring struggles, and how AI driven transaction monitoring supports faster, smarter detection in Australia’s real time payments landscape.

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Why RTP Fraud Is a Different Problem

Real time payment fraud behaves differently from fraud in batch based systems.

Speed removes recovery windows

Once funds move, recovery is difficult or impossible. Detection must happen before or during the transaction, not after.

Scams dominate RTP fraud

Many RTP fraud cases involve authorised payments where customers are manipulated rather than credentials being stolen.

Context matters more than rules

A transaction may look legitimate in isolation but suspicious when viewed alongside behaviour, timing, and sequence.

Volume amplifies risk

High transaction volumes create noise that can hide genuine fraud signals.

These characteristics demand a fundamentally different approach to transaction monitoring.

Why Traditional Transaction Monitoring Struggles with RTP

Legacy transaction monitoring systems were built for slower payment rails.

They rely on:

  • Static thresholds
  • Post event analysis
  • Batch processing
  • Manual investigation queues

In RTP environments, these approaches break down.

Alerts arrive too late

Detection after settlement offers insight, not prevention.

Thresholds generate noise

Low thresholds overwhelm teams. High thresholds miss emerging scams.

Manual review does not scale

Human review cannot keep pace with real time transaction flows.

This is not a failure of teams. It is a mismatch between system design and payment reality.

What AI Transaction Monitoring Changes

AI transaction monitoring does not simply automate existing rules. It changes how risk is identified and prioritised in real time.

1. Behavioural understanding rather than static checks

AI models focus on behaviour rather than individual transactions.

They analyse:

  • Normal customer payment patterns
  • Changes in timing, frequency, and destination
  • Sudden deviations from established behaviour

This allows detection of fraud that does not break explicit rules but breaks behavioural expectations.

2. Contextual risk assessment in real time

AI transaction monitoring evaluates transactions within context.

This includes:

  • Customer history
  • Recent activity patterns
  • Payment sequences
  • Network relationships

Context allows systems to distinguish between unusual but legitimate activity and genuinely suspicious behaviour.

3. Risk based prioritisation at speed

Rather than treating all alerts equally, AI models assign relative risk.

This enables:

  • Faster decisions on high risk transactions
  • Graduated responses rather than binary blocks
  • Better use of limited intervention windows

In RTP environments, prioritisation is critical.

4. Adaptation to evolving scam tactics

Scam tactics change quickly.

AI models can adapt by:

  • Learning from confirmed fraud outcomes
  • Adjusting to new behavioural patterns
  • Reducing reliance on constant manual rule updates

This improves resilience without constant reconfiguration.

How AI Detects RTP Fraud in Practice

AI transaction monitoring supports RTP fraud detection across several stages.

Pre transaction risk sensing

Before funds move, AI assesses:

  • Whether the transaction fits normal behaviour
  • Whether recent activity suggests manipulation
  • Whether destinations are unusual for the customer

This stage supports intervention before settlement.

In transaction decisioning

During transaction processing, AI helps determine:

  • Whether to allow the payment
  • Whether to introduce friction
  • Whether to delay for verification

Timing is critical. Decisions must be fast and proportionate.

Post transaction learning

After transactions complete, outcomes feed back into models.

Confirmed fraud, false positives, and customer disputes all improve future detection accuracy.

ChatGPT Image Feb 2, 2026, 04_58_55 PM

RTP Fraud Scenarios Where AI Adds Value

Several RTP fraud scenarios benefit strongly from AI driven monitoring.

Authorised push payment scams

Where customers are manipulated into sending funds themselves.

Sudden behavioural shifts

Such as first time large transfers to new payees.

Payment chaining

Rapid movement of funds across multiple accounts.

Time based anomalies

Unusual payment activity outside normal customer patterns.

Rules alone struggle to capture these dynamics reliably.

Why Explainability Still Matters in AI Transaction Monitoring

Speed does not remove the need for explainability.

Financial institutions must still be able to:

  • Explain why a transaction was flagged
  • Justify interventions to customers
  • Defend decisions to regulators

AI transaction monitoring must therefore balance intelligence with transparency.

Explainable signals improve trust, adoption, and regulatory confidence.

Australia Specific Considerations for RTP Fraud Detection

Australia’s RTP environment introduces specific challenges.

Fast domestic payment rails

Settlement speed leaves little room for post event action.

High scam prevalence

Many fraud cases involve genuine customers under manipulation.

Strong regulatory expectations

Institutions must demonstrate risk based, defensible controls.

Lean operational teams

Efficiency matters as much as effectiveness.

For financial institutions, AI transaction monitoring must reduce burden without compromising protection.

Common Pitfalls When Using AI for RTP Monitoring

AI is powerful, but misapplied it can create new risks.

Over reliance on black box models

Lack of transparency undermines trust and governance.

Excessive friction

Overly aggressive responses damage customer relationships.

Poor data foundations

AI reflects data quality. Weak inputs produce weak outcomes.

Ignoring operational workflows

Detection without response coordination limits value.

Successful deployments avoid these traps through careful design.

How AI Transaction Monitoring Fits with Broader Financial Crime Controls

RTP fraud rarely exists in isolation.

Scam proceeds may:

  • Flow through multiple accounts
  • Trigger downstream laundering risks
  • Involve mule networks

AI transaction monitoring is most effective when connected with broader financial crime monitoring and investigation workflows.

This enables:

  • Earlier detection
  • Better case linkage
  • More efficient investigations
  • Stronger regulatory outcomes

The Role of Human Oversight

Even in real time environments, humans matter.

Analysts:

  • Validate patterns
  • Review edge cases
  • Improve models through feedback
  • Handle customer interactions

AI supports faster, more informed decisions, but does not remove responsibility.

Where Tookitaki Fits in RTP Fraud Detection

Tookitaki approaches AI transaction monitoring as an intelligence driven capability rather than a rule replacement exercise.

Within the FinCense platform, AI is used to:

  • Detect behavioural anomalies in real time
  • Prioritise RTP risk meaningfully
  • Reduce false positives
  • Support explainable decisions
  • Feed intelligence into downstream monitoring and investigations

This approach helps institutions manage RTP fraud without overwhelming teams or customers.

What the Future of RTP Fraud Detection Looks Like

As real time payments continue to grow, fraud detection will evolve alongside them.

Future capabilities will focus on:

  • Faster decision cycles
  • Stronger behavioural intelligence
  • Closer integration between fraud and AML
  • Better customer communication at the point of risk
  • Continuous learning rather than static controls

Institutions that invest in adaptive AI transaction monitoring will be better positioned to protect customers in real time environments.

Conclusion

RTP fraud in Australia is not a future problem. It is a present one shaped by speed, scale, and evolving scam tactics.

Traditional transaction monitoring approaches struggle because they were designed for a slower world. AI transaction monitoring offers a practical way to detect RTP fraud earlier, prioritise risk intelligently, and respond within shrinking time windows.

When applied responsibly, with explainability and governance, AI becomes a critical ally in protecting customers and preserving trust in real time payments.

In RTP environments, detection delayed is detection denied.
AI transaction monitoring helps institutions act when it still matters.

AI Transaction Monitoring for Detecting RTP Fraud in Australia
Blogs
02 Feb 2026
6 min
read

Built for Scale: Why Transaction Monitoring Systems Must Evolve for High-Volume Payments in the Philippines

When payments move at scale, monitoring must move with equal precision.

Introduction

The Philippine payments landscape has changed dramatically over the past few years. Real-time transfers, digital wallets, QR-based payments, and always-on banking channels have pushed transaction volumes to levels few institutions were originally designed to handle. What was once a predictable flow of payments has become a continuous, high-velocity stream.

For banks and financial institutions, this shift has created a new reality. Monitoring systems must now analyse millions of transactions daily without slowing payments, overwhelming compliance teams, or compromising detection quality. In high-volume environments, traditional approaches to monitoring begin to break down.

This is why transaction monitoring systems for high-volume payments in the Philippines must evolve. The challenge is no longer simply detecting suspicious activity. It is detecting meaningful risk at scale, in real time, and with consistency, while maintaining regulatory confidence and customer trust.

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The Rise of High-Volume Payments in the Philippines

Several structural trends have reshaped the Philippine payments ecosystem.

Digital banking adoption has accelerated, driven by mobile-first consumers and expanded access to financial services. Real-time payment rails enable instant fund transfers at any time of day. E-wallets and QR payments are now part of everyday commerce. Remittance flows continue to play a critical role in the economy, adding further transaction complexity.

Together, these developments have increased transaction volumes while reducing tolerance for friction or delays. Customers expect payments to be fast and seamless. Any interruption, even for legitimate compliance reasons, can erode trust.

At the same time, high-volume payment environments are attractive to criminals. Fraud and money laundering techniques increasingly rely on speed, fragmentation, and repetition rather than large, obvious transactions. Criminals exploit volume to hide illicit activity in plain sight.

This combination of scale and risk places unprecedented pressure on transaction monitoring systems.

Why Traditional Transaction Monitoring Struggles at Scale

Many transaction monitoring systems were designed for a lower-volume, batch-processing world. While they may technically function in high-volume environments, their effectiveness often deteriorates as scale increases.

One common issue is alert overload. Rule-based systems tend to generate alerts in proportion to transaction volume. As volumes rise, alerts multiply, often without a corresponding increase in true risk. Compliance teams become overwhelmed, leading to backlogs and delayed investigations.

Performance is another concern. Monitoring systems that rely on complex batch processing can struggle to keep pace with real-time payments. Delays in detection increase exposure and reduce the institution’s ability to act quickly.

Context also suffers at scale. Traditional systems often analyse transactions in isolation, without adequately linking activity across accounts, channels, or time. In high-volume environments, this results in fragmented insights and missed patterns.

Finally, governance becomes more difficult. When alert volumes are high and investigations are rushed, documentation quality can decline. This creates challenges during audits and regulatory reviews.

These limitations highlight the need for monitoring systems that are purpose-built for high-volume payments.

What High-Volume Transaction Monitoring Really Requires

Effective transaction monitoring in high-volume payment environments requires a different design philosophy. The goal is not to monitor more aggressively, but to monitor more intelligently.

First, systems must prioritise risk rather than activity. In high-volume environments, not every unusual transaction is suspicious. Monitoring systems must distinguish between noise and genuine risk signals.

Second, monitoring must operate continuously and in near real time. Batch-based approaches are increasingly incompatible with instant payments.

Third, scalability must be built into the architecture. Systems must handle spikes in volume without performance degradation or loss of accuracy.

Finally, explainability and governance must remain strong. Even in high-speed environments, institutions must be able to explain why alerts were generated and how decisions were made.

Key Capabilities of Transaction Monitoring Systems for High-Volume Payments

Behaviour-Led Detection Instead of Static Thresholds

In high-volume environments, static thresholds quickly become ineffective. Customers transact frequently, and transaction values may vary widely depending on use case.

Behaviour-led detection focuses on patterns rather than individual transactions. Monitoring systems establish baselines for normal activity and identify deviations that indicate potential risk. This approach scales more effectively because it adapts to volume rather than reacting to it.

Risk-Based Alert Prioritisation

Not all alerts carry the same level of risk. High-volume monitoring systems must rank alerts based on overall risk, allowing compliance teams to focus on the most critical cases first.

Risk-based prioritisation reduces investigation backlogs and ensures that resources are allocated efficiently, even when transaction volumes surge.

Real-Time or Near Real-Time Processing

High-volume payments move quickly. Monitoring systems must analyse transactions as they occur or immediately after, rather than relying on delayed batch reviews.

Real-time processing enables faster response and reduces the window in which illicit funds can move undetected.

Network and Relationship Analysis at Scale

Criminal activity in high-volume environments often involves networks of accounts rather than isolated customers. Monitoring systems must be able to analyse relationships across large datasets to identify coordinated activity.

Network analysis helps uncover mule networks, circular fund flows, and layered laundering schemes that would otherwise remain hidden in transaction noise.

Automation Across the Monitoring Lifecycle

Automation is essential for scale. High-volume transaction monitoring systems must automate alert enrichment, context building, workflow routing, and documentation.

This reduces manual effort, improves consistency, and ensures that monitoring operations can keep pace with transaction growth.

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Regulatory Expectations in High-Volume Payment Environments

Regulators in the Philippines expect institutions to implement monitoring systems that are proportionate to their size, complexity, and risk exposure. High transaction volumes do not reduce regulatory expectations. In many cases, they increase them.

Supervisors focus on effectiveness rather than raw alert counts. Institutions must demonstrate that their systems can identify meaningful risk, adapt to changing typologies, and support timely investigation and reporting.

Consistency and explainability are also critical. Even in high-speed environments, institutions must show clear logic behind detection decisions and maintain strong audit trails.

Transaction monitoring systems that rely on intelligence, automation, and governance are best positioned to meet these expectations.

How Tookitaki Supports High-Volume Transaction Monitoring

Tookitaki approaches high-volume transaction monitoring with scale, intelligence, and explainability at the core.

Through FinCense, Tookitaki enables continuous monitoring of large transaction volumes using a combination of rules, behavioural analytics, and machine learning. Detection logic focuses on patterns and risk signals rather than raw activity, ensuring that alert volumes remain manageable even as transactions increase.

FinCense is designed to operate in near real time, supporting high-velocity payment environments without compromising performance. Alerts are enriched automatically with contextual information, allowing investigators to understand cases quickly without manual data gathering.

FinMate, Tookitaki’s Agentic AI copilot, further enhances high-volume operations by summarising transaction behaviour, highlighting key risk drivers, and supporting faster investigation decisions. This is particularly valuable when teams must process large numbers of alerts efficiently.

The AFC Ecosystem strengthens monitoring by continuously feeding real-world typologies and red flags into detection logic. This ensures that systems remain aligned with evolving risks common in high-volume payment environments.

Together, these capabilities allow institutions to scale transaction monitoring without scaling operational strain.

A Practical Scenario: Managing Volume Without Losing Control

Consider a bank or payment institution processing millions of transactions daily through real-time payment channels. Traditional monitoring generates a surge of alerts during peak periods, overwhelming investigators and delaying reviews.

After upgrading to a monitoring system designed for high-volume payments, the institution shifts to behaviour-led detection and risk-based prioritisation. Alert volumes decrease, but the relevance of alerts improves. Investigators receive fewer cases, each supported by richer context.

Management gains visibility into risk trends across payment channels, and regulatory interactions become more constructive due to improved documentation and consistency.

The institution maintains payment speed and customer experience while strengthening control.

Benefits of Transaction Monitoring Systems Built for High-Volume Payments

Monitoring systems designed for high-volume environments deliver clear advantages.

They improve detection accuracy by focusing on patterns rather than noise. They reduce false positives, easing operational pressure on compliance teams. They enable faster response in real-time payment environments.

From a governance perspective, they provide stronger audit trails and clearer explanations, supporting regulatory confidence. Strategically, they allow institutions to grow transaction volumes without proportionally increasing compliance costs.

Most importantly, they protect trust in a payments ecosystem where reliability and security are essential.

The Future of Transaction Monitoring in High-Volume Payments

As payment volumes continue to rise, transaction monitoring systems will need to become even more adaptive.

Future systems will place greater emphasis on predictive intelligence, identifying early indicators of risk before suspicious transactions occur. Integration between fraud and AML monitoring will deepen, providing a unified view of financial crime across high-volume channels.

Agentic AI will play a growing role in assisting investigators, interpreting patterns, and guiding decisions. Collaborative intelligence models will help institutions learn from emerging threats without sharing sensitive data.

Institutions that invest in scalable, intelligence-driven monitoring today will be better positioned to navigate this future.

Conclusion

High-volume payments have reshaped the financial landscape in the Philippines. With this shift comes the need for transaction monitoring systems that are built for scale, speed, and intelligence.

Traditional approaches struggle under volume, generating noise rather than insight. Modern transaction monitoring systems for high-volume payments in the Philippines focus on behaviour, risk prioritisation, automation, and explainability.

With Tookitaki’s FinCense platform, supported by FinMate and enriched by the AFC Ecosystem, financial institutions can monitor large transaction volumes effectively without compromising performance, governance, or customer experience.

In a payments environment defined by speed and scale, the ability to monitor intelligently is what separates resilient institutions from vulnerable ones.

Built for Scale: Why Transaction Monitoring Systems Must Evolve for High-Volume Payments in the Philippines