Chantal Stroker

Partner, TLT

Chantal specialises in contentious financial regulatory work, litigation and legal project management. She is a Leading Partner in The Legal 500 and TLT’s EDI Champion.

Chantal has been instrumental in developing TLT’s Financial Services Investigations and Contentious Regulatory practice from a standing start in 2017, into the market leading practice it is known as today. That practice handles some of the most significant and reputationally sensitive investigations and projects across the industry for an impressive and ever-growing client base.

She is a disrupter in the market, being recognised as providing magic circle/City quality and experience out of the region. She has extensive experience advising financial institutions on FCA enforcement investigations, internal and whistleblowing investigations. She routinely advises on the SMCR, the FCA and PRA Code of Conduct and fitness and propriety issues.

Chantal has advised financial institutions in connection with a range of issues including conduct and culture, systems and controls, AML and anti-bribery, regulatory reporting, operational resilience and the treatment of customers. Her experience includes advisory and risk management work, supporting clients on numerous Skilled Person’s reviews, past business reviews, remediation and change programmes.

Chantal is an active contributor to thought leadership across the industry, regularly being quoted in the FT, speaking at industry events (City & Financial, ACI), creating podcasts and developing TLT’s ‘Investigations Horizons’ thought leadership campaign. She has recently co-authored a chapter in the GIR Practitioner's Guide to Global Investigations book (whistleblowing) and the Journal of Financial Compliance (cultural implications of investigations).

She regularly engages in industry lobbying to support driving positive change. She has been active in lobbying the FCA on culture and non-financial misconduct for the past 5 years, including contributing to the ‘Sexism in the City Inquiry’, and more recently in connection with the FCA’s intervention into the motor market and the ICO’s approach to fine calculations.

Contributed to

3

Dealing with a whistleblower in internal criminal investigations

Practice Notes

This Practice Note provides practical guidance on the issues that may arise following receipt of a whistleblower report from the perspective of the corporate entity (including limited companies, partnerships and LLPs) receiving the report. It covers the importance of a whistleblowing policy, initial assessment of the report, evidential considerations and responding to the report including self-reporting corporate offences.

Corporate Crime

Representing whistleblowers in internal criminal investigations

Practice Notes

This Practice Note provides guidance to lawyers representing whistleblowers in criminal investigations. It provides guidance on whether to blow the whistle, who to report to when making a whistleblowing report, dealing with employers’ requests for help and attending corporates’ lawyer interviews. It addresses the subject of privilege from self-incrimination, the difference between UK/US regimes for incentives and protection and dealing with responses to whistleblowing as well as practical tips and pitfalls to avoid.

Corporate Crime

FCA Non-Financial Misconduct Checklist: Implementation and Operational Readiness

Checklists

This Checklist sets out good and poor practice in relation to implementation and operational readiness in anticipation of the Financial Conduct Authority’s (FCA) final rules and guidance on non-financial misconduct (NFM) in force from 1 September 2026. It addresses implementation steps across numerous elements, including:•mobilisation planning•governance, accountability and decision making•policy suite and contractual controls•processes: intake, triage, investigation, outcomes•Senior Managers & Certification Regime (SM&CR)/Conduct Rules/FIT integration•regulatory reporting, notifications and references•training, communications and embedment•management information (MI), assurance, testing and auditThe practices are considered below in the form of a checklist, alongside: •associated artefacts that may need to be produced or updated•evidence that can support in demonstrating compliance, and•references to key resources which underpin the actions listedA list of abbreviations used in this Checklist is set out at the end. For further practical guidance on non-financial misconduct, see: Culture and social governance in financial services—overview.

Financial Services