Many readers of this book may be involved with a financial institution as part of an anti–money laundering (AML) program or government agency investigating money laundering. As far as financial institution AML programs, I have found that many of these programs do a great job covering the basics; however, sometimes they lack in the area of truly explaining why the employee does the specific job assigned. Sure, AML employees have learned to click this box and select that radio button—a sort of “if this, then that” programing for AML personnel. I have often enjoyed seeing that “light bulb” moment when I have explained to AML employees the reasons why they click this button and select that box. It helps to know a little about the nomenclature of money laundering, what happened before a financial institution became involved, and how it came to be that they have this incident report or alert currently sitting in front of them. You should have at least a rudimentary understand what the bad guys did, how they did it, and why they did it that way. You should be clear on how that particular activity gave rise to an alert coming across the desk of an AML employee in some small credit union in Smallville, USA, or a bigboy bank in Manhattan. Further, understanding what happens after a financial institution completes its mission and information is handed off will make your notation of that information substantially more thorough and complete.