Amy Landry recently shifted gears in moving from a vendor-side position advising clients to managing compliance in-house. Here, she discusses the differences in those roles and how incentive can determine the success of a program.
In my former career on the vendor side, one of my main responsibilities was to advise our customers on how the product they just purchased would help them solve <blank> need. That involved how best to implement, communicate and train their employees on this change. Now, as an in-house practitioner, my responsibility is not only to advise on an end-to-end plan (say, to launch the code of conduct), but also to execute the full plan, monitor it, and manage any changes or improvements to ensure the activity is making our program effective in preventing and detecting misconduct.
In my vendor days, I would manage five to seven customer projects at a time, but that was easy since I was just managing a small part of their program (e.g., developing an e-learning training course on anti-bribery or implementing their gifts, travel and hospitality process). Yes, I needed to understand not only their needs and pain points to provide them with the best service, but also the seven elements of an effective compliance program and the DOJ’s guidance. But this was more…
