Assume you are the compliance program manager (and sole compliance professional) of a cybersecurity services company (Cyberpros).
The company is growing quickly, and since you seem to have a firm grasp on compliance, your boss, the CFO, would potentially like to promote you to the position of Head of Compliance.
But before the final decision is made on who will run the compliance department, she would like you to propose to her the structure you think the company should have for compliance. She has asked you to publish a short slide presentation for her and the General Counsel (the lead attorney for Cyberpros) outlining:
1. to whom you think you should report if you are promoted (who your boss will be — the person who gives you an annual performance review) and why, and
2. if you think the company needs an official Compliance Committee. If you believe it does need such a Committee, who do you think the members should be, and how often should they meet? If you don’t feel the company needs a Compliance Committee, please explain why.
3. if you will you need to hire more compliance professionals? If so, what type of roles do you envision hiring to fill and what specifically will they focus on?
Chapter 3 and some of Chapter 4 were uploaded from the text Compliance Management: A How-to Guide for Executives, Lawyers, and Other Compliance Professionals
Nitish Singh Ph.D.; Thomas J. Bussen
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