Podcasts about executive vice president evp

En el episodio de hoy me siento con Francisco "Tony" Navarro-Sertich, quien es Executive Vice President (EVP) de Red Ventures Puerto Rico. Tony también es el fundador de Platea Media, Nave Bank y Guide.com. Tony me cuenta cómo fueron sus años creciendo entre Colombia y Estados Unidos, la filosofía educativa que aprendió en University of Virginia, sus años trabajando para IMAX, incluídos dos años como Head of Development en China, cómo comenzó a trabajar con inteligencia artificial en el 2018 y su transición a Red Ventures Puerto Rico en el 2020. También hablamos sobre cómo nació Platea, la importancia de encontrar tu "product-market fit", cómo la inteligencia artificial va a cambiar nuestra vida y su recomendación para empezar a trabajar e interactuar con esta tecnología. Tres "takeaways" de este episodio: 1.⁠ ⁠Tú puedes aprender de todo en la universidad, pero lo que no te enseña la universidad es berraquera. 2.⁠ Si tú tomas el camino ya pavimentado, sabes en qué dirección te va a llevar. ⁠Si tomas caminos distintos, se te abren puertas distintas. 3.⁠ ⁠El reto más grande (ahora mismo) no es que la tecnología te reemplace, es que un humano que sepa usar la tecnología te reemplace. Currículo de AI mencionado por Tony No olvides suscribirte a nuestro canal de Youtube.

Jean-Philippe Courtois, a Microsoft veteran of nearly four decades, shares his journey from the early days of MS-DOS to leading global sales and spearheading national transformation partnerships. He discusses key inflection points in Microsoft's history, including Windows 95, the rise of cloud computing, and the current AI revolution. Courtois emphasizes the importance of positive leadership, coaching, and using technology for social good. He now focuses on empowering youth through social entrepreneurship and hosts a podcast on positive leadership, aiming to create global impact through technology and innovation. 00:09- About Jean-Philippe Courtois Jean is the EVP and former president of the National Transformation Partnership at Microsoft Corp. He served on the Executive Committee alongside CEO Satya Nadella as President and Executive Vice President (EVP) of Global Sales, Marketing, and Operations. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Tim Braheem Interviews Robert CoomerWith over 25 years of experience, Robert Coomer has become a prominent and influential figure in the mortgage industry. His passion for delivering a stress-free and high-quality mortgage experience has been the driving force behind his successful career.You Will Learn: How to maintain strong relationships with people contributing to your business.The importance of building a memorable experience for your clients to keep them coming back.How to use being a referral partner's second choice as a way to show your value.The importance of having the right mindset to navigate difficult times in your business. The importance of knowing how to structure difficult loans. Who is Robert Coomer?Robert Coomer is an incredible loan originator based in Las Vegas, Nevada. Robert's previous success in the mortgage industry was marked by a team of humble, empathetic, and approachable loan officers, processors, and support staff. Now serving as the Executive Vice President (EVP) at Citywide Home Mortgage, this legacy of expertise and dedication to client service continues, where the goal remains to listen twice as much as they speak and prioritize service above all.Under Robert's leadership, the company has perfected its approach to delivering exceptional service and innovative solutions to clients. From humble beginnings to its current status as a leading mortgage lender, Citywide's journey is a testament to its commitment to excellence.Brought to you by The Loan Atlas For more information on how to join the largest community of like-minded originators, visit theloanatlas.com

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Synopsis: Ivana Magovčević-Liebisch, PhD, JD, is the President and CEO of Vigil Neuroscience, a microglia-focused company dedicated to improving the lives of patients, caregivers, and families affected by rare and common neurodegenerative diseases by restoring the vigilance of microglia, the sentinel cells of the brain's immune system. Ivana shares how sitting on boards of other companies has informed how she operates as CEO at Vigil. She talks about how she's seen her role evolve as the company has grown over the last three years. She discusses the importance of having diversity and diversity of thought on the leadership team. She provides her perspective on neurology as a therapeutic area, where unmet needs still exist, and the challenges and opportunities in precision-based neurology. Finally, she shares her approach to building culture at Vigil. Biography: Ivana is an accomplished pharmaceutical and biotechnology executive focused on corporate excellence and execution. She has over 20 years of senior management experience in financing, strategic partnerships, M&A, clinical development, regulatory affairs, commercialization, legal and IP strategies, and preparation and execution of operating plans. Prior to Vigil, Ivana was Executive Vice President (EVP) and Chief Business Officer at Ipsen where she was responsible for fueling the pipeline through external innovation and led the External Innovation, Business Development and Alliance Management functions. Prior to Ipsen, Ivana was EVP, Chief Strategy and Corporate Development Officer at Axcella Health, Senior VP (SVP) and Head of Global Business Development for the specialty drug business at Teva Pharmaceutical Industries Ltd. She previously worked at Dyax Corp in management roles including EVP and Chief Operating Officer where she launched the company's first drug, Kalbitor® for an orphan indication, Hereditary Angioedema, and at Transkaryotic Therapies, Inc. Ivana serves as a member of the Board of Directors for Aeglea BioTherapeutics, Inc. Ivana holds a PhD in Genetics from Harvard University and received her JD in High Technology law from Suffolk University Law School.

In this Energy Unplugged episode, we discuss how the oil refinery business can complete the transition towards a carbon neutral value chain by 2040. We are pleased to be joined by Lars Peter Lindfors, Executive Vice President (EVP), Innovation, Neste in conversation with our Head of Nordics & Baltics, Alexander Esser. Holding 30+ years of Industrial experience, prior to being the EVP of Innovation of Neste Corporation, Lars Peter held positions as SVP, related to areas such as R&D, Engineering, Strategy, Investments, IT, Procurement and Business Processes. He has a doctoral degree with honours in the field of chemical reaction engineering and holds an MBA from Henley Management College, UK. Main topics include the following: • How can an oil refinery company achieve a carbon neutral value chain? • Which fuels for green aviation are in reach? • What are the economics of an electrolyser on-site at Neste's largest refinery?

In Episode 49, Melissa talks with Kate Gainer, Executive Vice President (EVP) of the Iowa Pharmacy Association (IPA) and Mom of 4 under the age of 11. They discuss practical tips on work-life ...

In this podcast, guest Liz O'Neill, the Executive Vice President (EVP) and Chief Operating Officer (COO) of apparel leader Levi Strauss & Co. joins host Thomas O'Connor to discuss the current disrupted supply chain operating environment.The podcast explores three key areas:Why during periods of rapid change supply chain leaders need to prioritize hiring head office staff based on personality profile, not just subject matter expertise.How progress is often slow and nonlinear, and why this makes communication of wins and progress so critical to the success of change management initiatives.The reality that there is often a tug of war between the needs of innovation and governance within organizations broadly and supply chains specifically.As executive vice president and chief operations officer for Levi Strauss & Co., Liz O'Neill is responsible for all supply chain operations, including sourcing, end-to-end planning, distribution, logistics and sustainability. Liz also leads companywide innovation, managing LS&Co.'s internal startup capabilities and off-site design lab while simultaneously working closely with the company's vendor partners to execute its latest product creations. Liz reports to the president and CEO, Chip Bergh, and is a member of the company's executive leadership team, which guides the strategic direction for LS&Co. Prior to joining LS&Co., Liz spent 13 years at Gap, where she held leadership roles with the Gap brand and Old Navy and oversaw sourcing and production management for Gap's global brands. Liz was named one of the “Most Creative People in Business” by Fast Company in 2019 and currently serves on the board of the American Apparel and Footwear Association. Originally from West Point, N.Y., she graduated with a bachelor's degree in English from the University of Tulane.Help shape Gartner's research: Take part in the 2022 Gartner Future of Supply Chain Survey to get a first look at this year's key trends and we'll send you a high-level summary of the key findings as soon as it is available. The survey will be open until October 15th.

In this session, Frank Calderoni, CEO Anaplan shared how to build a company that sees hypergrowth by upstanding the character of the company. He shared his insights on his journey in leading a large organization while still maintaining the character-led culture. Bio: Frank Calderoni is the Chief Executive Officer of Anaplan and the chairman of the company's board of directors. Frank is a technology industry veteran with over 30 years of successful executive leadership. Before joining Anaplan, Frank served as the Executive Vice President (EVP), Operations, and Chief Financial Officer (CFO) of Red Hat, Inc. from June 2015 to January 2017. He also served as EVP and CFO at Cisco Systems, Inc. for seven years. Prior to that, he served as Cisco's Senior Vice President (SVP), Customer Solutions Finance, and Vice President, Worldwide Sales Finance. Frank joined Cisco in 2004 from QLogic Corporation, where he was the SVP and CFO. Prior to that, he was the SVP, Finance & Administration, and CFO for SanDisk Corporation. Frank also sits on the board of Adobe Systems, Inc. Franks Book: Upstanding: How Company Character Catalyzes Loyalty, Agility, and Hypergrowth by Frank A. Calderoni https://amzn.to/3z7igws Discussion Timeline: 0:57 Frank's journey. 2:11 Thoughts on meaning of success for a leader in a large organization. 4:13 Financial metrics vs employee happiness. 8:42 Culture is built from bottom up or top down? 12:00 Culture and strategy. 14:19 Leadership during uncertain times. 19:33 The story behind the book "Upstanding". 20:52 The timing of the book "Upstanding". 24:17:00 How to gauge the character of an organization? 26:39:00 Influence of a leader in determining the character and culture of an organization. 28:23:00 The ideal reader for the book "Upstanding". 30:06:00 Rapidfire with Frank. 33:17:00 Frank's favorite reads. 34:29:00 Closing remarks. About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

In this session, Frank Calderoni, CEO Anaplan shared how to build a company that sees hypergrowth by upstanding the character of the company. He shared his insights on his journey in leading a large organization while still maintaining the character-led culture. Bio: Frank Calderoni is the Chief Executive Officer of Anaplan and the chairman of the company's board of directors. Frank is a technology industry veteran with over 30 years of successful executive leadership. Before joining Anaplan, Frank served as the Executive Vice President (EVP), Operations, and Chief Financial Officer (CFO) of Red Hat, Inc. from June 2015 to January 2017. He also served as EVP and CFO at Cisco Systems, Inc. for seven years. Prior to that, he served as Cisco's Senior Vice President (SVP), Customer Solutions Finance, and Vice President, Worldwide Sales Finance. Frank joined Cisco in 2004 from QLogic Corporation, where he was the SVP and CFO. Prior to that, he was the SVP, Finance & Administration, and CFO for SanDisk Corporation. Frank also sits on the board of Adobe Systems, Inc. Franks Book: Upstanding: How Company Character Catalyzes Loyalty, Agility, and Hypergrowth by Frank A. Calderoni https://amzn.to/3z7igws Discussion Timeline: 0:57 Frank's journey. 2:11 Thoughts on meaning of success for a leader in a large organization. 4:13 Financial metrics vs employee happiness. 8:42 Culture is built from bottom up or top down? 12:00 Culture and strategy. 14:19 Leadership during uncertain times. 19:33 The story behind the book "Upstanding". 20:52 The timing of the book "Upstanding". 24:17:00 How to gauge the character of an organization? 26:39:00 Influence of a leader in determining the character and culture of an organization. 28:23:00 The ideal reader for the book "Upstanding". 30:06:00 Rapidfire with Frank. 33:17:00 Frank's favorite reads. 34:29:00 Closing remarks. About TAO.ai[Sponsor]: TAO is building the World's largest and AI-powered Skills Universe and Community powering career development platform empowering some of the World's largest communities/organizations. Learn more at https://TAO.ai About WorkPod: Work Pod takes you on the journey with leaders, experts, academics, authors, and change-makers designing the future of work, workers, and the workplace. About Work2.org WorkPod is managed by Work2.org, a #FutureOfWork community for HR and Organization architects and leaders. Sponsorship / Guest Request should be directed to info@tao.ai Keywords: #FutureofWork #Work2.0 #Work2dot0 #Leadership #Growth #Org2dot0 #Work2 #Org2

Your daily update on new releases, tours, and business news from MusicIndustryCity.com Bruce Springsteen, Paul Simon, Jennifer Hudson Announced For Central Park Concert Plans for New York City's "mega-concert," which will feature performances by many musical giants in Central Park to commemorate the city's post-coronavirus rebirth, have begun to take shape. Mayor Bill de Blasio said Thursday that Bruce Springsteen, Paul Simon, and Jennifer Hudson will play at  the event, which was announced in early June as part of New York City's Homecoming Week. When the performance was first announced, Clive Davis, who is booking it, claimed it will feature eight performers performing over three hours for a physical audience of 60,000 and a global livestream. Company set for Britney Spears' co-conservatorship backs out after learning of her objection The wealth management firm that was to become the co-conservator of Britney Spears' estate with her father James has requested to withdraw from it. Bessemer Trust, which manages more than $100 billion in assets across its portfolio, requested to resign from the agreement in a new court document filed on July 1. Bessemer Trust alleges in its court statement that it was told Britney's conservatorship was voluntary and that she had agreed to the business functioning as co-conservator.   GOVERNMENT PREPARING TO OFFER LIVE EVENTS INSURANCE FROM 19 JULY During DCMS Parliamentary Questions on July 1, the Secretary of State for Digital, Culture, Media, and Sport stated that the Government intends to provide cancellation insurance for the live event sector beginning July 19, if the commercial market is unable to provide it. He did not, however, say whether event reopening instructions would be provided in the near future.  We'll talk more about this in the Music News Power Hour live on Clubhouse and on MusicIndustryCity.com at 12 p.m. Eastern. In Musical Chairs… BRIAN NOLAN APPOINTED EXECUTIVE VICE PRESIDENT AND EVP, MARKETING AT MOTOWN RECORDS Nolan joins the senior leadership team of the UMG-owned label in his new job. He will assist in the company's direction while also directing Motown's marketing teams and activities. Nolan will report to Ethiopia Habtemariam, Chairman & CEO of Motown, a position she has held since March. In 2017, Nolan was Executive Vice President (EVP) of Capitol Music Group (CMG) and Head of seventeenfifty, where he oversaw a number of marketing collaborations and campaigns for a wide range of artists. And in music tech news… DistroKid adds d.i.y. Dolby Atmos distribution to Apple Music, TIDAL While Tunecore has stated that it is working on adding spatial audio distribution, DistroKid is the first major service to offer it to the DIY creator community. AvidPlay, a much smaller DIY distributor, added the ability to post Dolby Atmos Spatial Audio recordings to Amazon and Tidal in July. DistroKid artists simply select Dolby Atmos delivery from their dashboard and pay a one-time cost. That concludes today's update. For article links, see the show notes, or go to MusicIndustryCity.com and listen to the Music News Power Hour live in Clubhouse or on the website at 12 p.m. Eastern. Have a great weekend!

Executive Vice President (EVP) at Sony Pictures Keith Weaver will be comes on the show at Barrel House BBQ!

Many people tout about technical skills in clinical research. You need to know Microsoft Excel. You need to understand Good Clinical Practice. You need to memorize the FDA guidance documents. Have you ever heard someone talk about soft skills in clinical research? I realized the importance of soft skills after joining Abbott in 2007 as a Clinical Project Manager. When you work with a diverse team, you must master soft skills. Soft skills, also known as “real skills”, help you learn, adapt and grow.  In this interview, I invited Ed Hogan, Executive Vice President (EVP) at Invicro, to talk about soft skills in clinical research. Ed and I first met in 2005. He was the Director for Medical Imaging at PAREXEL/ Perceptive Informatics, my first job out of college. Ed is now responsible for overseeing the clinical services team which includes project management, imaging services, data management and reader management for early and late phase clinical trials. Ed has close to three decades of experience in clinical research, managing, and executing Phase I through Phase IV imaging trials in both the Pharmaceutical and CRO space.  He is THE expert when it comes to medical imaging operations. Ed has progressive business experience in building and managing global cross-functional teams supporting clinical trials focusing teams on delivery, accountability, and customer satisfaction while driving quality and process improvements. For these reasons, I invited Ed to talk to us about soft skills including negotiating contracts, how to develop a successful manager-employee relationship, what Ed looks for when he is wanting to promote someone on his team, leading effective meetings and much more.  I hope you enjoy my conversation with Ed to the Clinical Trial Podcast [3:50] Soft skills and project management [4:54] Negotiating contracts with Sponsor including cost, study design, and operations [7:25] Offer Sponsors what they need and not nice-to-have elements  [8:24] Clinical project managers are involved in finances   [10:22] Ideally Sponsor should ideally have a direct communication with imaging CRO [11:59] Example of risk mitigation in clinical trials  [13:39] Developing soft skills through PMP certification and courses and on the job training [14:45] Managing and working with project team members [17:21] Developing a strong team with diverse and complementary skills [19:01] Putting in time and practice to develop your skills [21:01] Soft skills are not easy to do [22:28] Key ingredients that make a successful manager-employee relationship [23:52] Giving direct and timely feedback  [25:37] Feedback “sandwich” [26:32]  Managers can plan and prepare before giving feedback. (a) State the outcome, (b) state the issue, (c) listen, (d) reinforce your intent to help, (e) repeat the end goal and expected outcome, (f) followup with an email [28:51] Practical advice on managing up [31:54] Giving and getting feedback from your colleagues  [34:06] Developing writing skills [36:01] Understand pain points to create winning proposals [37:23] Finance skills such as dealing with budgets, ability to write and communicate effectively, multitasking, time management, learning styles are some of the skills Ed focuses on when  promoting or hiring someone new [40:41] Getting your foot in the door with entry level clinical research roles  [45:54] Dealing with emotional employees when giving feedback    Resources Mentioned: Never Split the Difference with Chris Voss Project Management Professional (PMP) curriculum Radical Candor by Kim Scott StrengthsFinder 2.0 by Gallup (Author) The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni Myers Briggs Personality Test Official Microsoft Excel Video Training The 7 Habits of Highly Effective People by Stephen R. Covey Harvard Business Review for managers Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear James Clear’s newsletter

At the time of this recording, Gannon Switzer was Vice President - KST at Koorsen Fire & Security and has since then gone on to become Executive Vice President (EVP) at D.A.CentralInc, Defense Company. _  _  _  _  _  _  _  _  _  _  _  _  _  _   SUBSCRIBE / RATE / REVIEW

At the time of this recording, Gannon Switzer was Vice President - KST at Koorsen Fire & Security and has since then gone on to become Executive Vice President (EVP) at D.A.CentralInc, Defense Company. _  _  _  _  _  _  _  _  _  _  _  _  _  _   SUBSCRIBE / RATE / REVIEW

What specifically are internal controls in a compliance program? Internal controls are not only the foundation of a company but are also the foundation of any effective anti-corruption compliance program. Internal controls expert Joe Howell, former Executive Vice President (EVP) at Workiva, Inc., has said that internal controls are systematic measures, such as reviews, checks and balances, methods and procedures, instituted by an organization that performs several different functions. These functions include allowing a company to conduct its business in an orderly and efficient manner; to safeguard its assets and resources, to detect and deter errors, fraud, and theft; to assist an organization ensuring the accuracy and completeness of its accounting data; to enable a business to produce reliable and timely financial and management information; and to help an entity to ensure there is adherence to its policies and plans by its employees, applicable third parties and others. Howell adds that internal controls are entity wide; that is, they are not just limited to the accountants and auditors. Howell also notes that for compliance purposes, controls are those measures specifically to provide reasonable assurance any assets or resources of a company cannot be used to pay a bribe. This definition includes diversion of company assets, such as by unauthorized sales discounts or receivables write-offs as well as the distribution of assets. Three key takeaways: Effective internal controls are required under the FCPA. Internal controls are a critical part of any best practices compliance program. There are multiple FCPA enforcement actions that demonstrate the enforcement spotlight on internal controls.

Welcome to a special five-part podcast series, A Conversation with Convercent and StoneTurn: From the Code of Conduct to Risk Assessment to Continuous Improvement. This week’s podcast series is jointly sponsored by Convercent and StoneTurn Group. Over the course of the series we have explored the impacts on corporate compliance programs from the recently released 2020 Update to the Department of Justice’s (DOJ) Evaluation of Corporate Compliance Programs (2020 Update). We focus on investigations, data analytics, evaluating compliance programs, internal reporting and corporate culture. Participants in this podcast series include: Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE; Rex Homme, Michele Edwards, and Stephen Martin, all Partners at StoneTurn. In this fifth and final episode, I am joined by Martin for a discussion of evaluating compliance programs. Resources For more information on StoneTurn, check out their website, here. For more information on Convercent, check out their website, here. To download a copy of the Convercent Interactive Self-Assessment based on the 2020 Update to the Evaluation of Corporate Compliance Programs, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

One of the ongoing questions from members of Board of Directors is how to resolve the tension between oversight and managing. I recently had the opportunity to visit with Joe Howell, the Executive Vice President (EVP) of Workiva, Inc. on this subject. Howell has worked on and with Boards of Directors at various companies and I wanted to garner his understanding of the role of a Board and both senior management and a Chief Compliance Officer (CCO). Howell had a short response which I thought was an excellent starting point to understand the role; put sand in the shoes of management. The key to such a metaphor succeeding is that a Board of Directors, “by continuing to challenge management on these scenarios that management has considered and the stories management is telling itself about what could go wrong”, can “help get management out of its comfort zone by and large executive teams begin to believe themselves when they talk about how well they’re doing. The independent challenge that the board can offer putting the little bit of sand in the shoe to make sure that you’re thinking about things carefully can cause you to step back and really focus your resources where they're needed.” Howell noted the role of the Board is not management but oversight, focusing on governance. To do so, an effective Board should challenge senior management not only on what they have planned for but what they may not have considered or may not even know about. He said, “one very good example is the whole, the reputation of those stakeholders involved in the company and that can be the management team itself, the employees, and the board members themselves.” This is because reputational damage hurts everyone. Howell went on to state, “it’s very important as we go through some of the ways the board can help management in that role. I think the things that really make a difference to management is when the board is able to be an effective devil’s advocate. Not managing management but helping them in their governing role by helping management to step back and think critically of their own underlying assumptions and biases.” A Board is not simply there to be a rubber stamp for senior management. It must exercise independent judgment, action and oversight. Further, it is the Board’s role to ask hard, difficult and probing questions to make sure management is not only doing its job but has considered other risk possibilities. Three Key Takeaways Boards should force management to open up the company to itself. Boards should be a grain of sand in the shoe of management. Boards should make sure senior management is aware of and planning for both known and unknown risks.

Welcome to a special five-part podcast series, A Conversation with Convercent and StoneTurn: From the Code of Conduct to Risk Assessment to Continuous Improvement. This week’s podcast series is jointly sponsored by Convercent and StoneTurn Group. Over the course of the series we are exploring the impacts on corporate compliance programs from the recently released 2020 Update to the Department of Justice’s (DOJ) Evaluation of Corporate Compliance Programs (2020 Update). We focus on investigations, data analytics, evaluating compliance programs, internal reporting and corporate culture. Participants in this podcast series include: Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE; Rex Homme, Michele Edwards, and Stephen Martin, all Partners at StoneTurn. In this fourth episode, we take a deep dive with Palmer into corporate culture. Join us tomorrow, as Stephen Martin, Partner at StoneTurn discusses evaluating compliance programs. Resources For more information on StoneTurn, check out their website, here. For more information on Convercent, check out their website, here. To download a copy of the Convercent Interactive Self-Assessment based on the 2020 Update to the Evaluation of Corporate Compliance Programs, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to a special five-part podcast series, A Conversation with Convercent and StoneTurn:  From the Code of Conduct to Risk Assessment to Continuous Improvement. This week’s podcast series is jointly sponsored by Convercent and StoneTurn Group. Over the course of the series we will explore the impacts on corporate compliance programs from the recently released 2020 Update to the Department of Justice’s (DOJ) Evaluation of Corporate Compliance Programs (2020 Update). We focus on investigations, data analytics, evaluating compliance programs, internal reporting and corporate culture. Participants in this podcast series include: Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE; Rex Homme, Michele Edwards, and Stephen Martin, all Partners at StoneTurn. In this third episode, Edwards and I discuss how a compliance professional can create an inventory of metrics by which to monitor and then improve a compliance program. Join us tomorrow, as Asha Palmer, CECO at Convercent, discusses corporate culture itself to better monitor and improve your compliance program. Resources For more information on StoneTurn, check out their website, here.  For more information on Convercent, check out their website, here. To download a copy of the  Convercent Interactive Self-Assessment based on the 2020 Update to the Evaluation of Corporate Compliance Programs, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to a special five-part podcast series, A Conversation with Convercent and StoneTurn: From the Code of Conduct to Risk Assessment to Continuous Improvement. This week’s podcast series is jointly sponsored by Convercent and StoneTurn Group. Over the course of the series we will explore the impacts on corporate compliance programs from the recently released 2020 Update to the Department of Justice’s (DOJ) Evaluation of Corporate Compliance Programs (2020 Update). We focus on investigations, data analytics, evaluating compliance programs, internal reporting and corporate culture. Participants in this podcast series include: Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE; Rex Homme, Michele Edwards, and Stephen Martin, all Partners at StoneTurn. In this second episode, we take a deep dive with Palmer into internal reporting. Join us tomorrow, as Michele Edwards, Partner at StoneTurn details how to create an inventory of compliance metrics. Resources For more information on StoneTurn, check out their website, here.  For more information on Convercent, check out their website, here. To download a copy of the  Convercent Interactive Self-Assessment based on the 2020 Update to the Evaluation of Corporate Compliance Programs, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to a special five-part podcast series, A Conversation with Convercent and StoneTurn: From the Code of Conduct to Risk Assessment to Continuous Improvement. This week’s podcast series is jointly sponsored by Convercent and StoneTurn. Over the course of the series we will explore the impacts on corporate compliance programs from the recently released 2020 Update to the Department of Justice’s (DOJ) Evaluation of Corporate Compliance Programs (2020 Update). We focus on investigations, data analytics, evaluating compliance programs, internal reporting and corporate culture. Participants in this podcast series include: Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE; Rex Homme, Michele Edwards, and Stephen Martin, all Partners at StoneTurn. In this first episode, we take a deep dive with Homme into conducting investigations and ensuring consistent outcomes. Join us tomorrow, as Asha Palmer, Convercent Chief Ethics and Compliance Officer (CECO) and Executive Vice President (EVP) of CONVERGE discusses best practices in internal reporting. Resources For more information on StoneTurn, check out their website, here.  For more information on Convercent, check out their website, here. To download a copy of the  Convercent Interactive Self-Assessment based on the 2020 Update to the Evaluation of Corporate Compliance Programs, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

Covid-19 ครั้งนี้ แน่นอนว่าจะมีการเปลี่ยนแปลงใหญ่ๆ มากมาย โดยดร.ชินาวุธ ชินะประยูร Executive Vice President (EVP) ของ depa Thailand และคุณสิทธิพงศ์ ศิริมาศเกษม หรือคุณเก่ง RGB 72 จะมาชวนให้เราได้เห็นประเด็นที่น่าสนใจหลายข้อ.ตั้งแต่วิธีการพัฒนาแพลตฟอร์ม Realtime Tracking Covid-19 ภาพรวมเศรษฐกิจ และประเมินสถานการณ์ Covid-19 ในไทย.และพูดถึงประโยชน์ของการทำ Data Standard ที่อาจนำไปสู่การเปลี่ยนแปลงโครงสร้างของภาครัฐในอนาคต.และยังมีอีกหลายประเด็นสำคัญที่ต้องรู้ และต้องรับมือให้ทัน เพื่อให้วิกฤตนี้ ได้กลายเป็นโอกาสให้กับเราทุกคนได้จริงๆ 

Covid-19 ครั้งนี้ แน่นอนว่าจะมีการเปลี่ยนแปลงใหญ่ๆ มากมาย โดยดร.ชินาวุธ ชินะประยูร Executive Vice President (EVP) ของ depa Thailand และคุณสิทธิพงศ์ ศิริมาศเกษม หรือคุณเก่ง RGB 72 จะมาชวนให้เราได้เห็นประเด็นที่น่าสนใจหลายข้อ . ตั้งแต่วิธีการพัฒนาแพลตฟอร์ม Realtime Tracking Covid-19 ภาพรวมเศรษฐกิจ และประเมินสถานการณ์ Covid-19 ในไทย . และพูดถึงประโยชน์ของการทำ Data Standard ที่อาจนำไปสู่การเปลี่ยนแปลงโครงสร้างของภาครัฐในอนาคต . และยังมีอีกหลายประเด็นสำคัญที่ต้องรู้ และต้องรับมือให้ทัน เพื่อให้วิกฤตนี้ ได้กลายเป็นโอกาสให้กับเราทุกคนได้จริงๆ

One of the ongoing questions from members of Board of Directors is how to resolve the tension between oversight and managing. I recently had the opportunity to visit with Joe Howell, the Executive Vice President (EVP) of Workiva, Inc. on this subject. Howell had a short response which I thought was an excellent starting point to understand the role; put sand in the shoes of management.  Learn more about your ad choices. Visit megaphone.fm/adchoices

One of the ongoing questions from members of Board of Directors is how to resolve the tension between oversight and managing. I recently had the opportunity to visit with Joe Howell, the Executive Vice President (EVP) of Workiva, Inc. on this subject. Howell had a short response which I thought was an excellent starting point to understand the role; put sand in the shoes of management. Learn more about your ad choices. Visit megaphone.fm/adchoices

An important part of the job duties of any compliance practitioner is clearing red flags which might appear for a proposed third-party relationship during the due diligence process. It is mandatory that not only must all red flags be cleared but there also be evidence of the decision-making process to show to a regulator if one comes knocking. The Justice Department Evaluation of Corporate Compliance Program states under Prong 10 the following, “Real Actions and Consequences – Were red flags identified from the due diligence of the third parties involved in the misconduct and how were they resolved?” There is no set formula or guideline for clearing red flags or evaluating due diligence. One approach came from two compliance practitioners at GE Oil & Gas, Flora Francis and Andrew Baird made at the 2014 SCCE Utility and Energy Conference on GE’s third party risk management, where they described the process by which GE reviews the risks around each third party with which it does business.  Some of the factors which GE considers, when evaluating a third party, include the following:  Business Model: Do we need third parties to reach our customers or can we build the organization ourselves? In-house Capabilities: Do we already have the organization in place to handle these capabilities? Overlap: Do we already have a third party in the region/country that can handle our needs? Volume of Business: How much business will this third party bring to the company? Compliance Risk: Where is the third party located? Will they interact with government officials? Do they have same commitment to compliance? Regulatory Environment: Is it simple or strict? What are the chances of regulatory violations? Reputation: What is the third party’s reputation in the market?  GE takes this information and then break downs the risks down into low risk and high risk. A low risk received a limited review and analysis, while a high risk receives an escalated review and analysis consisting of the following reviews: compliance, legal, business leadership and finance. But more than simply the level of review, I was interested in the ‘Risk Score Drivers’ that GE has developed. Once again, the speakers emphasized that these are GE’s risk score drivers and have been developed over time through the company’s internal analysis and processes. Nevertheless I found them to be a very useful way to think about third party risk. The risk score drivers listed were:  Country channel where the third party is located in or where it sells into; Experience by the third party with the sales channel; Type of third party involved; agent, reseller, distributor; Commission rate, is it standard v. non-standard; Will any sub-third party relationships be involved; Will the third party sell to government entity or instrumentality; Do any of the third party’s principals, Officers or Agents work for a foreign government, state owned enterprise or political party; Was the third party mandated by customer or the end user; What is the third party’s contract duration; Is the third party involved in more than one project; Does the third party have any historical compliance issues; What is the percent of sales with products or services; and What is GE’s annual revenue with the third party?  GE compliance then takes these scoring factors and puts them into an evaluation matrix when determining the amount of risk involved and a Go/NoGo decision whether the company should move forward with a proposed third party.  One approach came from Randy Corley, Executive Vice President (EVP), Global Compliance Officer at Edelmen Inc. I found his questions to be very relevant when considering how far down the chain a company must go.  Step 1: How Much is Enough? Here your goal is to have a realistic process so that it can be effectively managed and still be of sufficient value for the business unit decision makers, who have the ultimate responsibility over the company’s third parties.  Step 2: How Deep Do We Dig? Here I think the question you should consider is how many tiers down you must go in managing your third parties? Clearly you should manage all direct counter-parties in the sales chain and those considered high-risk in the supply chain. Further, in the sales chain, I think you need to know directly if your business representatives are sub-contracting down your business representation, at least through one tier. On the supply chain, if a high-risk truly is a high-risk for bribery and corruption under your internal evaluation system, you should also consider digging down one tier.  Step 3: What Do You Need To Know? While with your first-tier relationships you may scope your review depending on your internal risk assessment and attendant risk ranking, your data collection down the chain may not need to be as robust. For counter-parties further down the chain than tier 2, a list of actual and beneficial owners, coupled with commitments to follow relevant anti-corruption legislation is needed. Such commitments should be secured through each tier’s contract with its counter-parties.  Step 4: What Did We Learn? If there is any information from which Red Flags appear, they must be cleared. If additional information is needed or points clarified, now is the time to do it and not wait until later in the process. Here I would rely on Jan Farley’s proscription not to stretch your compliance program too thin. Focus your training, communication and management on your direct counter-parties and communicate to them that your company expects them to manage their relationships with their direct counter-parties, which would include the clearing of any Red Flags that may have appeared.  Step 5: Then What? After you have made your decision you still need to manage the relationship. This will entail continuing compliance communications with your direct counter-parties on an ongoing basis. Preferably your business unit sponsor will do this but as the compliance practitioner, you should also be mindful of checking in from time-to-time with your third parties. As your compliance program matures, you also reach the point where you will need to consider auditing of your third parties from the compliance perspective. Finally, do not forget the three most important things about your FCPA compliance program: “Document, Document and Document” the entire process.  In the area of third parties, consider what risks you face in both your sales and supply chain. If there is a key player several tiers down the line who creates or builds a key component or delivers a critical service, you may want to put more management around that relationship from the compliance perspective. For anything below a tier 2; you may be able to manage your risks through having your direct tier 1 counter-party take the lead in managing such compliance risks. But make sure that the expectation is communicated to your direct counter-party so that if the government comes knocking you can show that not only did you contractually obligate your direct counter-party to do so but that you provided them the tools and training to do so. Finally, you will need to be able to show that your direct counter-party did so.  Three Key Takeaways There is no set formula for clearing of red flags or the evaluation of due diligence. Know when to say enough has been done. You must Document Document Document your evaluation of any red flags.  This month’s podcast series is sponsored by Opus. Opus helps free your business from the complexity and uncertainty of managing the risks associated with your customers, vendors, and third parties. By combining the most innovative Third-Party Risk Management and Know Your Customer Compliance SaaS platforms with unparalleled data solutions, Opus turns information into action so your business can thrive. Opus solutions include Hiperos ABAC accelerator, the leading platform for third party risk management. To learn more, go towww.opus.com.   Learn more about your ad choices. Visit megaphone.fm/adchoices

The next step in the five-step process is the Questionnaire. The term ‘questionnaire’ is mentioned several times in the 2012 FCPA Guidance. It is generally recognized as one of the tools that a company should complete in its investigation to better understand with whom it is doing business. The questionnaire should be mandatory step for any third party that desires to work with your company. I tell clients that if a third party does not want to fill out the questionnaire or will not fill it out completely that you should not walk, but run away from doing business with such a party.  In the 2011 UK Ministry of Justice’s (MOJ), discussion of Six Principals of an Adequate Procedures compliance program, they said the following, a Questionnaire, “means that both the business person who desires the relationship and the foreign business representative commit certain designated information in writing prior to beginning the due diligence process.”  One of the key requirements of any successful anti-corruption compliance program is that a company must make an initial assessment of a proposed third party. The size of a company does not matter as small businesses can face quite significant risks and will need more extensive procedures than other businesses facing limited risks. The level of risk that companies face will also vary with the type and nature of the third parties with which it may have business relationships. For example, a company that properly assesses that there is no risk of bribery on the part of one of group of its third parties will require nothing in the way of procedures to prevent bribery in the context of those relationships. By the same token the bribery risks associated with reliance on a third party agent representing a company in negotiations with foreign public officials may be assessed as significant and, accordingly, requires much more in the way of procedures to mitigate those risks.  What should you ask for in your questionnaire? Randy Corey, Executive Vice President (EVP), Global Compliance Officer at Edelmen Inc. said in a presentation at Compliance Week 2012, entitled “3rd Party Due Diligence Best Practices in Establishing an Effective Anti-Corruption Program”, that his company has developed a five-step approach in evaluating and managing their third parties. In Step 3 they ask What Do You Need To Know? Initially, Corley said that the scope of review depends on risk assessment, High Risk, Medium Risk or Low Risk. This risk ranking will determine the level of information collected and due diligence performed. The key element of this step is data collection. The initial step is to have the third party complete an application which should include requests for information on background and experience, scope of services to be provided, relevant experience, list of actual and beneficial owners, references and compliance expertise.  Below are some of the areas which I think you should inquire into from a proposed third party include the following:  Ownership Structure: Describe whether the proposed third party is a government or state-owned entity, and the nature of its relationship(s) with local, regional and governmental bodies. Are there any members of the business partner related, by blood, to governmental officials? Financial Qualifications: Describe the financial stability of, and all capital to be provided by, the proposed third party. You should obtain financial records, audited for 3 to 5 years, if available. Obtain the name and contact information for their banking relationship. Personnel: Determine whether the proposed agent will be providing personnel, particularly whether any of the employees are government officials. Make sure that you obtain the names and titles of those who will provide services to your company. Physical Facilities: Describe what physical facilities that will be used by the third party for your work. Be sure and obtain their physical address. •References: Obtain names and contact information for at least three business references that can provide information on the business ethics and commercial reliability of the proposed third party. PEPs: Are any of the owners, beneficial owners, officers or directors politically exposed persons (PEPs). UBOs: It is imperative that you obtain the identity of the Ultimate Beneficial Owner (UBO). Compliance Regime: Does the proposed third party have an anti-corruption/anti-bribery program in place? Do they have a Code of Conduct? Obtain copies of all relevant documents and training materials. FCPA Training and Awareness: Has the proposed third party received FCPA training or certified by a recognizable entity?  One thing that you should keep in mind is that you will likely have pushback from your business team in making many of the inquiries listed above. However, my experience is that most proposed agents that have done business with US or UK companies have already gone through this process. Indeed, they understand that by providing this information on a timely basis, they can set themselves apart as more attractive to US businesses.  The questionnaire fills several key roles in your overall management of third parties. Obviously, it provides key information that you need to know about who you are doing business with and whether they have the capabilities to fulfill your commercial needs. Just as importantly is what is said if the questionnaire is not completed or is only partially completed, such as the lack of awareness of the FCPA, UK Bribery Act or anti-corruption/anti-bribery programs generally. Lastly, the information provided (or not provided) in the questionnaire will assist you in determining what level of due diligence to perform. Three Key Takeaways You must have enough information to fully identify the owners, ultimate beneficial owners and related parties to determine if there is foreign official involvement. All commentary on best practices compliance programs still require questionnaires. If a third party refuses to fully respond to your questionnaire, walk away from the proposed relationship.  This month’s podcast series is sponsored by Opus. Opus helps free your business from the complexity and uncertainty of managing the risks associated with your customers, vendors, and third parties. By combining the most innovative Third-Party Risk Management and Know Your Customer Compliance SaaS platforms with unparalleled data solutions, Opus turns information into action so your business can thrive. Opus solutions include Hiperos ABAC accelerator, the leading platform for third party risk management. To learn more, go towww.opus.com.   Learn more about your ad choices. Visit megaphone.fm/adchoices

One of the ongoing questions from members of Board of Directors is how to resolve the tension between oversight and managing. I recently had the opportunity to visit with Joe Howell, the Executive Vice President (EVP) of Workiva, Inc. on this subject. Howell has worked on and with Boards of Directors at various companies and I wanted to garner his understanding of the role of a Board and both senior management and a Chief Compliance Officer (CCO). Howell had a short response which I thought was an excellent starting point to understand the role; put sand in the shoes of management.  The key to such a metaphor succeeding is that a Board of Directors, “by continuing to challenge management on these scenarios that management has considered and the stories management is telling itself about what could go wrong”, can “help get management out of its comfort zone by and large executive teams begin to believe themselves when they talk about how well they’re doing. The independent challenge that the board can offer putting the little bit of sand in the shoe to make sure that you’re thinking about things carefully can cause you to step back and really focus your resources where they're needed.”  Board’s do this by posing questions to management that help them challenge their own assumptions, especially those assumptions which senior management is most confident about. Howell said that Board’s “need to help senior management consider the things that management is so sure about that maybe are going to play out the way that they expect. For example, the things that can hurt investors more than anything else is a surprise. Chaos does not help investors in general. The things that surprise investors frequently are the things that also surprise management. Does management consider all of the things that can go wrong and have they built an environment where they can both help prevent those things from happening and detect them when they’re small and they can actually do something about them.”  Howell noted the role of the Board is not management but oversight, focusing on governance. To do so, an effective Board should challenge senior management not only on what they have planned for but what they may not have considered or may not even know about. He said, “one very good example is the whole, the reputation of those stakeholders involved in the company and that can be the management team itself, the employees, and the board members themselves.” This is because reputational damage hurts everyone. Howell went on to state, “it’s very important as we go through some of the ways the board can help management in that role. I think the things that really make a difference to management is when the board is able to be an effective devil’s advocate. Not managing management but helping them in their governing role by helping management to step back and think critically of their own underlying assumptions and biases.”  One of continuing struggles I hear from Board members is asymmetrical information, largely due from the siloed nature of company information and structures. Howell acknowledged, “These sorts of barriers are pervasive in any company of any size that has a particularly operations and different product lines and different markets and different countries and different time zones. These limitations in the free flow of information by themselves create a risk to the organization, to the investors of the organization, to the employees of the organization and the board’s ability to ask questions. If nothing else in their governance control creates this reminder to management to open up itself to itself and listen carefully to its own organization and be able to link information to all of the places it needs to be fed.” I asked Howell to further explain his phase “open itself up to itself and listen”. He provided the following example, “how can the Chief Financial Officer make sure that he is giving all the information that the Chief Compliance Officer needs to do his job? Those questions from the board can be very valuable in making sure that the Chief Financial Officer doesn’t forget these issues and the Chief Compliance Officer has an opportunity to engage constructively with the Chief Financial Officer and others in the organization.”  Somewhat counter-intuitively, Howell noted that when it comes to the Board’s oversight role around internal controls, less is often more. This occurs by helping management understand a company can overdo a control environment, “in the sense that when management guides controls around risks that are not going to be the most serious risks to the company, that they end up building excessive amounts of energy and protection where they're not really needed. That you as a management team end up deluding your attention and deluding your resources.”  Howell went on to explain it is simply a matter of resources, “When things do go wrong, you’re in effect spread so thin that you don’t see those risks coming at you. The real question where less is more can be very valuable is when the board continues to challenge the management team on the scenarios that could play out. That could be devastating to an organization where risk really matters.” I asked Howell if he could provide any discrete examples and he pointed to the food service industry for the following., “For example, in a food service company or a restaurant company, if there were contamination or if there were things that could happen either at the plant or by people who are touching the food. Those are very serious risks that a company needs to both be mindful of and to be able to prevent. If something goes wrong, you need to be able to detect early. When customers of the company or others are hurt that there’s a consequence of failures that can be devastating.”  In another example Howell said he had seen situations where internal “controls that are used for financial reporting for example, when examined in the light of where the risk really exists for the company, the companies have been able to reduce their controls actually by as many as half and improve their overall control environment and reduce the aggregate risk to the company. It’s interesting that even spending less money on controls by having fewer controls can improve the overall comfort that the company and its management and investors are protected from risk.”  A Board is not simply there to be a rubber stamp for senior management. It must exercise independent judgment, action and oversight. Further, it is the Board’s role to ask hard, difficult and probing questions to make sure management is not only doing its job but has considered other risk possibilities.  Three Key Takeaways Boards should force management to open up the company to itself. Boards should be a grain of sand in the shoe of management. Boards should make sure senior management is aware of and planning for both known and unknown risks. Learn more about your ad choices. Visit megaphone.fm/adchoices

John MacKessy, writing in the Finance Professionals’ Post, in a piece entitled “Knowledge of Good and Evil: A Brief History of Compliance”, noted that the FCPA and Environmental Protection Act (EPA) “prompted companies to develop internal resources that would actively monitor compliance with the laws, rules, and regulations of their industries.” The next step in the evolution of the compliance profession was the defense procurement scandals from the 1980s, where the industries sales of “$400 hammers and $600 toilet seats” to the US government led to the Defense Industry Initiative (DII). This industry led initiative created “a set of principles endorsing ethical business practices and conduct” within the defense industry for its dealings with the US government. The next step in the evolution of the compliance profession was the 1992 US Sentencing Guidelines which, for the first time, set out what the government would consider for credit in sentencing of organizations. Many tribute these 1992 Sentencing Guidelines for the creation of the modern compliance profession. These guidelines included credit for “the specific elements of an effective compliance and ethics program. Companies that embarked on such programs would be eligible for more lenient sentences. To qualify as “effective,” a company’s compliance program would not only have to establish standards and procedures to prevent and detect criminal conduct, but would have to actively promote a culture encouraging ethical conduct and compliance with the law. The implementation of those guidelines in 2004 reflected the need for corporate boards to demonstrate knowledge of compliance programs and fulfillment of oversight responsibilities as part of monitoring the effectiveness of companies’ compliance and ethics programs.” The next major step was the financial accounting frauds and scandals of the late 1990s and early 2000s including Enron, WorldCom and Tyco. These scandals were so wide-ranging, with senior executive participation, if not directing of the corporate fraud that a new legislative response was required and this response was the passage of the Sarbanes-Oxley Act of 2001 (SOX). Aaron Einhorn, writing in the Denver Journal of International Law & Policy, in an article entitled “The Evolution and Endpoint of Responsibility: The FCPA, SOX, Socialist-Oriented Governments, Gratuitous Promises, and a Novel CSR Code”, said, “sections 302 and 404 of SOX together require corporate executives to state their responsibility for designing internal controls, to create such controls, to assess and evaluate these controls, and to draw conclusions about their effectiveness…” SOX specifically charges executive officers with internal controls duties.” Einhorn ends this section by noting, “internal controls have been transformed from a recitation of general duties lodged upon the corporation as a whole to a statement of specific duties imposed on corporate executives in particular.” This strengthened the compliance professional who was called upon to design these internal controls. The next major legislation which enhanced the compliance function was the Dodd-Frank Act of 2010, passed in response to the 2008 financial crisis. MacKessy pointed to the downfalls of Bear Stearns and Lehman Brothers as drivers of more compliance because they both “demonstrated the degree to which external risk events can create a loss of confidence resulting in permanent reputational damage and impaired shareholder value.” The legal and legislative response has been that companies should design effective compliance programs which use risk based programs as a basis to design, create and implement effective compliance programs. Joe Howell, Executive Vice President (EVP) for Workiva Inc., has gone further, drawing a straight line from the FCPA to SOX to Dodd-Frank in the development of the compliance function. All of this means compliance is not going away, no matter what the law enforcement priorities of the new administration. Companies understand that compliance and business ethics have a role in not only driving business strategies and initiatives but that more compliant companies are better run companies and at the end of the day more profitable because they have better controls. MacKessy ends his piece by stating the compliance programs “can provide multiple rewards - from risk mitigation, to reputational enhancement, to business strategy development.” The compliance discipline is where the harmonic convergence occurs in a corporation. Whether it be specific tasks of making sales, vetting relationships or the spade work of creating policies and procedures, it is compliance that drives the discussion of how we should do business. The corporate compliance profession fulfills the business obligation in doing things the right way for, at the end, it will be the compliance profession which implements the requirements of compliance whether those requirements are anti-corruption laws such as the FCPA, the UK Bribery Act, Anti-Money Laundering (AML), export control, anti-trust regulations, or any other regulation that you can name. Equally importantly, the compliance profession is teaching corporations how to evaluate risks and the compliance profession leads that discussion. It is the compliance profession that is the most innovative in not only protecting corporations, but actually helping corporations do business, do business more efficiently, and do business more profitably. Three Key Takeaways Doing compliance is Doing Business. Properly accomplished, compliance makes a business more efficient and more profitable. Use the Robert Gates as a great example of how the FCPA means more business for US companies. For more information, check out my book Doing Compliance: Design, Create and Implement an Effective Anti-Corruption Compliance Program, which is available by clicking here.         Learn more about your ad choices. Visit megaphone.fm/adchoices