The argument that "our fraud losses have reduced and we can now afford to reduce the capability to manage that function" is not a sound one. No CSP should be basing the development of their fraud management strategy solely around their own fraud experience, considering telecommunication trends and the likelihood of their fraud risk increasing if their capability to manage this function reduces.
The writer has seen first-hand the impacts of insufficient tools and resources resulting from cost cutting exercises, for example over €3 million lost to one operator because roaming fraud continued for 3 months without being discovered, and an IRSF fraud which grew to €1.3 million because no-one was available to check NRTRDE records. Could these losses have been anticipated?
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