How to Pass Bank/EMI Onboarding with a Canadian MSB: Anatomy of a Successful Case
A Canadian MSB (FINTRAC) opens doors to banks and payment providers—if you package your model, risks, and documentation correctly. Below is a clear framework: narrative structure, full document checklist, typical red flags, and ready-to-use compliance Q&A copy.
Core of onboarding: a short, crystal-clear Narrative
Your “story for the bank” must be equally understandable to legal, risk, and engineering teams. Focus on the essentials:
Explain in 6 points
- Who are you? Canadian MSB, FINTRAC number, registration date, Virtual Currency enabled.
- What do you do? Concrete services (OTC, wallets/custody, B2B payments, etc.).
- For whom? Client geographies, B2B/B2C, excluded jurisdictions and risk segments.
- Sources of funds? Typical scenarios, limits, currencies/tokens.
- How do you mitigate risk? AML/KYC policies, monitoring, on-chain analytics, sanctions/PEP screening.
- What do you integrate with? KYC providers, analytics, liquidity, reporting flows.
Short Narrative template
We are a Canadian MSB registered with FINTRAC (No. XXXXX). Our scope includes dealing in virtual currency and FX.
We provide B2B OTC and wallet custody for corporate clients in [regions], excluding [sanctioned/blocked].
Funds originate from corporate bank/EMI accounts and are reconciled daily. We apply KYC (KYB for corporates),
sanctions/PEP screening, blockchain analytics, and event-based monitoring. Reporting follows FINTRAC guidelines.
Key providers: [KYC], [Chain analytics], [Liquidity].
Complete document pack (what banks/EMIs typically ask for)
| Block | Documents | Notes |
|---|---|---|
| Legal | MSB registration (FINTRAC), corporate documents, shareholder/member register, key agreements | Include your MSB ID and link to the public registry |
| Governance | MLRO/Compliance Officer appointments, role matrix, board minutes | Fit & proper evidence for key persons; CVs and references |
| AML/KYC | AML/CFT policy, KYC/KYB, risk assessment, sanctions/PEP, monitoring procedures, SAR/STR | Show event triggers, thresholds, escalation and reporting |
| Technology | Architecture description, custody/keys, logging/audit, BCP/DR, infosec | Who holds keys, segregation of funds, recovery controls |
| Business model | Flow maps (fiat/crypto), contract stack, pricing/limits | On/off-ramp scenarios; counterparty at each stage |
| Client-side | Onboarding forms, UX screenshots, Terms, Privacy, Risk disclosures | Show interface and built-in controls |
Flow maps and risk controls
What to draw on the map
- On-ramp/off-ramp: sender/recipient, which providers move the funds.
- Where KYC/KYB, sanctions/PEP, and on-chain analytics occur.
- Who holds custody, how segregation and limits are enforced.
- Where reporting is generated (incl. FINTRAC); which events trigger alerts.
Controls banks like to see
- Client risk scoring + enhanced due diligence for high-risk.
- Sanctions/PEP at onboarding and periodically/event-based.
- On-chain heuristics: mixers, sanctioned addresses, tumblers, darknet tags.
- Limits: per client/transaction/day + manual escalation.
- BCP/DR, logging, least-privilege access control.
Top mistakes and how to avoid them
Red flags
- Vague model: unclear services and client geographies.
- No Virtual Currency in the MSB scope or mismatch with services.
- “Empty” AML/KYC policies with no real triggers or procedures.
- Inconsistencies: one story to the bank, another on your website.
- Unstated token/geography risks; sanctions/PEP done “for show”.
Fixes
- Align Narrative + flow map; sync your contract stack.
- Update the MSB record and activity scope; attach evidence.
- Add risk matrix, on-chain scenarios, escalation & reporting.
- Synchronize FAQ/site/contracts with your bank application.
- Show excluded countries/segments, limits, and offboarding process.
Ready answers to common compliance questions
Source of funds (SoF) & wealth
Client funds derive from corporate revenues and equity contributions. We request documentary evidence, perform KYB/KYC, and apply sanctions/PEP screening. For crypto proceeds we use blockchain analytics (risk scores, address clustering) and escalate per our SAR/STR policy.
Geographies & exclusions
We operate in [regions]. We exclude sanctioned jurisdictions and higher-risk countries per our AML risk mapping. We block IPs and payment routes accordingly and review geographies quarterly.
Transaction monitoring
We apply event-based and periodic monitoring: velocity checks, large exposure alerts, chain-risk scores, and counterparty screening. Thresholds and escalation are defined in our Monitoring SOP.
Custody & keys
Custody uses [self-custody/provider] with segregated accounts and multi-signature controls. Access is role-based (least privilege). Backups and recovery are covered by our BCP/DR plan.
Process steps & timing
Actual timing depends on the model, geographies, and provider feedback. We deliver a realistic plan and support through to account opening.
FAQ
Does an MSB guarantee account opening?
Can we operate crypto-only (no fiat)?
Do we need local licenses outside Canada?
What most often derails an application?
Contacts
Estonia, Tallinn · Liivalaia 1a, 10155
+372 560 70 001
DecentrAtty@gmail.com
Contact Us Today
How to Pass Bank/EMI Onboarding with a Canadian MSB: Anatomy of a Successful Case
- September 3, 2023
- Posted by: admin
- Category: Franchising
Many businesses, large and small, have a huge source of great ideas that can help them improve, innovate, and grow, and yet so many of these companies never think of using this amazing corporate asset. What is this highly valuable asset? Its own people. Says Morgan Fraud, the author of The Thinking Corporation, “Given that we are all capable of contributing new ideas, the question becomes how do you successfully generate, capture, process and implement ideas?” Becoming an organization capable of answering this question can benefit in a number of ways:
- Growth through innovation/creativity:
Rather than be constrained by ideas for new products, services and new markets coming from just a few people, a Thinking Corporation can tap into the employees. - Increased profits:
The corporation will experience an increase in profits due to savings in operating costs as well as sales from new products, services and ventures.
- Higher business values:
The link between profits and business value means that the moment a corporation creates a new sustainable level of profit, the business value is adjusted accordingly. - Lower staff turnover:
This, combined with the culture that must exist for innovation and creativity to flourish, means that new employees will be attracted to the organization.