Compliance Unfiltered is TCT’s tell-it-like-it is podcast, dedicated to making compliance suck less. It’s a fresh, raw, uncut alternative for anyone who needs honest, reliable, compliance expertise with a sprinkling of personality.
Show Notes: Why managing compliance suck LESS when using end to end compliance management
Quick Take
On this week’s Compliance Unfiltered, the CU guys wrap up the series on exactly how and why managing compliance sucks. Adam puts a bow on the topic by sharing with the listeners exactly how, and why, managing compliance sucks less by using a compliance management system.
Curious why organizations struggle with realizing they have an opportunity to improve? Wondering what leadership can do to validate the pain their team is feeling?
Answers to all these questions and more on this week’s episode of Compliance Unfiltered!
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Read Transcript
So let’s face it, managing compliance sucks. It’s complicated, it’s so hard to keep organized, and it requires a ton of expertise in order to survive the entire process. Welcome to Compliance Unfiltered, a podcast dedicated to making compliance suck less.
Now, here’s your host, Todd Coshow, with Adam Goslin.
Well, welcome in to another edition of Compliance Unfiltered. I’m Todd Coshow, alongside the mayo to your compliance turkey club, Mr. Adam Goslin. How the heck are you, sir? I am doing fantastic, Todd, yourself. And I can’t complain, I truly can’t. This week, we’re going to have a little bit of a recap. We’re going to tell you what we told you. And then we’re going to talk to you about why we told it to you. Then we’re going to tell it to you again in a different way. And what that actually looks like if you had the opportunity to go back and listen to the last couple of podcasts. You remember that we shared with you, well, the real world, real life experiences that come along with managing compliance and why it sucks from the perspective of both the individual organizations going through it themselves and the assessors and consultants that are helping those individual organizations tackle that very problem of compliance management and how much it sucks.
So this week, we’re going to talk to you a little bit, Adam, about why managing compliance can suck less when you’re using an end -to -end compliance management approach. So what holds back many organizations from evaluating different approaches to compliance? Well, the organizations in many cases, they’ve been doing it for some period. period of time. They’re kind of stuck in their old ways. You know, we’ve talked many times about how organizations will, you know, they, they, you know, kind of breathe that sigh of relief. Oh, I just finished with all of the crap that I have to do for this year. And you know, meanwhile, you know, all of the, you know, all the pitchforks and, you know, kind of fiery torches are ablaze. What, you know, where people are wanting everyone to get back to their real job, finger quote, you know, etc. And so, you know, but when they kept back around to compliance season, then, you know, it’s this, it’s this notion of, well, crap. We’ve been up to our eyeballs and alligators and doing all sorts of like normal day by day stuff.
And now it’s compliance season again. Well, you know, rather than reinventing the wheel, we’ll just do it the way we did it last time, you know? And, you know, it’s just natural human nature to do, you know, do what works, you know, and rinse and repeat. You know, but the problem is, is that, you know, the upper levels, even mid -levels of management, they don’t realize the amount of burn that they expend internally on their compliance program. And they carry this notion of that it, well, the way we do it, you know, finger air quotes, doesn’t cost us anything. And, you know, because of the fact that they’re paying the salaries for the people that are going in and doing it, you know, it’s really easy to just come in from afar and, you know, all y ‘all go do the compliance thing, you know, and then walk away, right?
But, you know, the reality is- You have to say it in that voice. Well, yeah, exactly. You know, the reality is, is that they’re not looking at time conservation and the value of the efficiency gains they would get as an organization. It’s something that has historically just amazed me. You know, companies will lose their minds about, oh my God, who spent $500 on fill in a blank? But then they don’t bat an eye as they’re actively whizzing tens of thousands of dollars in labor down the drain, you know, due to the inefficiencies that they have. And it’s just a matter of taking a moment and, you know, and thinking about, you know, just how are we doing this right now? How could we make this better? You know, and being able to realize, you know, those savings is huge, absolutely huge.
But I don’t get it, man. I really don’t get it that, you know, these, these companies that, that’ll flip out over, you know, who spent 500 bucks. You know, it’s just, it’s absolutely insane. Well, I guess another way to ask it, right, is why do organizations struggle with realizing they have an opportunity for improvement? Well, we, I may, I referred to it a minute ago, right? You know, the, you know, the mid or upper level executives just kind of breeze in and go, yeah, hey, they wave their baton, you guys are going to go and tackle compliance and then they walk away and then they walk away, right? You know, the, the reality is, is that, is that a significant, vast majority of the, of the pain, of the struggle, of the inefficiency, of the blown labor, of the waste of times and, and, and, and, and it’s out of sight. from those upper -level personnel. All they know is they came out of their little corner office with the windows, told a bunch of the underlings to go get it taken care of, and then went back in, and then they’re just waiting on updates, type of thing. They don’t have any idea how much pain and wasted time is in there. They’re issuing their objectives, sitting around waiting for the results. But the reality is there is just an absolute ton of pain and garbage and waste, et cetera, that happens between the two moments of go do it, and it’s done.
Yeah, makes sense. Now, what should leadership at organizations be doing to validate the pain being experienced by their people? Well, I mean, first and foremost, we need some light bulbs twinkling is the first step. You know, what is it? What’s that expression? You know, the best, I’m struggling to figure it out. It’s like, you know, whatever, you have to admit you have a problem, you know, in order to stay. The first step to recovery is admitting you have a problem. Exactly, exactly. So let’s start with admitting you have a problem, or at bare minimum, being open to the fact that we’re going to evaluate whether we do have a problem, right, and, you know, if approached correctly. I mean, what I would say is I would tell the leadership, do interviews with the personnel that are central to managing the compliance program. In some organizations, it’s whoever sat down last when the music stopped. In other organizations, there’s a whole effing team of compliance people, you know. So go to that person and or department, make them one of your kind of targets. And the other is all of the people that have to be involved in the evidence provisioning process. We interview both sides of that coin. Also, if you have an event. that are heavily involved in the process, interview them as well. But during those discussions with the poor souls that have to be in the eye of the compliance hurricane, those that have to provision the evidence and any vendors that are heavily involved, have conversations with multiple people across those various groups and identify their areas of greatest pain or the areas where they think that they could make the greatest amount of improvement. What would save them the most pain hassle and time, type of thing. As you’re going through that, start to gather up, actually gather the information and the stats and the blah. Okay, well, we’re blowing, I don’t know, I’m just gonna pull this out of my butt. But we spend two hours every week and we have 14 people on this call, type of thing. Well, okay, how many weeks do you do that meeting for? Oh, we do that whatever, we do that for 20 weeks. Okay, so well, then the math’s fairly straightforward. I got 20 weeks, I got 14 people, I got two hours, do the math, add up the hours, right? And start gathering that information up so that you’ve got something to say, this is how painful it is now, and what does this look like after we do some experimentation, hopefully. You know, but the data points assist in the validation of that improvement path. You know, such as implementing a compliance management system, and man, I’ll tell you what, I’ve actually seen it play out at different organizations, and it’s funny, you know, kind of where their heads are at.
So, you know, an organization that they do development coding is an example. You know, they’ll, you know, it’s funny because I’ll often see, well, we could build up, you know, type of a thing. And then it’s like, oh my God, seriously, you know, you gotta sit and think about it for a minute. You’re like, yeah, you could, right? I mean, I could go buy a house or I could go build a house. Which one do I want to go do? You know, you know, the reality is that, yeah, you could do it, it’s possible, but is that a real effective good use of your time?
How many hours and dollars and blip are you gonna spend on just creating the damn thing out of the gate, let alone iterations of changes and modifications you’ve gotta make, let alone, every time the compliance standards change, you’ve gotta rewrite your system, you know, etc. So, you know, there’s lots of ways to go about doing it, but knowing at bare minimum, where am I at now? And how much time and pain and blip is all of this crap taking me? Those provide the inputs for comparison to the various options that somebody could, you know, have, you know, could have at their fingertips, including articulating their savings for tool investments.
Well, sure, I mean, that makes sense. Now, what makes tracking compliance so challenging? Well, what a lot of folks don’t kind of connect with and really, unfortunately, that poor soul that was the last to sit when the music stopped, they’re the ones that feel it the most, is the person that’s at the, as I like to call it, the eye of the compliance hurricane, their eyeball, their over eyeball deep, you know, into seeing all of the complexity. You know, there’s a lot of items that need to be tracked and managed, you know, potentially across multiple certifications, you know, multiple personnel, multiple departments. multiple locations, multiple vendors, we’ve got a number of steps in our compliance workflow. And what I mean by that is, you know, maybe it’s the person provisions, the evidence, and that goes to an internal QA process, and that goes to our consultant, and that goes to our assessor, and that goes to their QA department, and that goes to complete. That’s what I’m talking about when I’m seeing that compliance workflow. And they’ve also got potentially sub entities, depending on on the target organization that we’re talking about, where it’s kind of corporate, and then we’ve got, you know, two or three sub entities that, you know, that, you know, have to provision evidence, etc. So, you know, let’s take a pause for a second. And let’s imagine for a moment, I’m going up against PCI and SOC 2. I have about 800 total line items, you know, across those two certifications, I’ve got a provision evidence for. Let’s pretend I’m using a relatively small organization. I only need to collect information from five, you know, via five people, across two different locations, with maybe two vendors in the mix, and three steps in our compliance workflow, you know, across, you know, kind of a main corporate entity, and maybe one sub entity, okay. This would be in the grand scheme of things are relatively straightforward, you know, straightforward, small, you know, engagement. Well, guess what, when I go in, and I do the math, and multiply all these numbers together, to get the number of distinct kind of states that each of those, you know, 800 line items could fall into, it’s 96 ,000 different states for each of the of the line items across all of those realms of complexity. You know, this is a small engagement. Can you imagine if you had, well, I don’t know, five certs and eight locations? and four vendors and, you know, five steps in the workflow and, you know, about 15 entities, you know, the numbers are just gonna blow up, you know, for a lot of organizations that have the, you know, kind of the manual location for file load or some manual system that they’ve, you know, that they’re using internally where they’re updating it for status, you know, whether it’s an Excel sheet or a homegrown system, you know, it dramatically complicates something that’s, you know, that’s deemed as simple as, you know, provisioning status. I’ve talked about it on pods before where, you know, somebody in the uppity ups comes by, you know, sweeps by your desk and says, where are we at? You know, and then of course flies away, right? You know, the reality is we go back to what I was just talking about, For that small example, there’s potentially 96 ,000 different states this stuff could be in. Meanwhile, I’m sweating bullets and trying to update my Excel sheet or my homegrown system or whatever, looking at my emails and voicemails and phone calls and blah, blah, blah for how people were telling me status updates, etc. Hours later, I kind of just sort of blow the trumpet, if you will, and say, okay, I’ve finally figured out where we’re at. That doesn’t mean that that person was doing anything effectively to actually move the ball forward during these multiple hours they just donated to the uppity up, right?
All they were doing is just trying to figure out where the shit’s at. And that’s just an example of where things go. But when you’re on one of these engagements, the people that have assignments, they’re busily asking questions, hey, what all items do you need from me?
We’ve got, you’ve given the assignments to these people. Now it’s X weeks later. They still haven’t done it. Now you’re having to go in. Number one, figure out the status of where their stuff’s at. And then number two, sending reminders out to all of these people. Hey, don’t forget, I had to give you eight things three weeks ago that I said I needed by last week and you still haven’t done them, or you still haven’t done six of them, whatever. So you’ve got that task. You’ve got the tracking of each of these elements of evidence up and through the workflow. Okay, I received this thing from Mary for the evidence that she needed to provide me for fill in the blank. Did I pass that up to our consultant? As the consultant, did I pass that up to the assessor? Did the assessor reject the item and say, well, it’s close, but no cigar. You need to go in and do da, da, da, da, da. So, you know, there’s a, a lot of the workflow tracking that happens as well.
Document management, document versioning become challenges, especially when you’re dealing with the same piece of evidence across a whole crap ton of requirements. So let’s say I’m in that manual storage mode where we’re putting everything whatever on a SharePoint site or whatever it may be. Well, if I organized my SharePoint so that I was basically attaching the evidence by requirement, well, now when I’ve got something like an information security policy that was attached and basically copied into all of these various and sundry data storage locations, what happens when I get two thirds of the way through the requirements type of thing and then the assessor says, well, I really need you to make these tweaks or alterations to your data protection policy. Well, now what the hell do I do? Do I? update it for that one item and then have to turn around and reduplicate it for all the other locations, you know, etc. Well, what happens if I even decide to get smart, right? And I put the file here, but then I put pointers, you know, kind of pointers everywhere else or something, you know, you just you have a lot of manual BS that you got to go deal with. You know, did I update all the locations with the right documentation? Am I a version seven or eight? You know, type of thing you often in manual or semi manual mode, you often end up basically stranding versions of documentation and, you know, and whatnot, as you’re going through it, it’s a nightmare to try to keep up with all this stuff. You know, and then we talked about the documentation submissions, you know, for most organizations, I mean, you’re receiving this stuff in a whole bunch of different ways. You’ve got places where we store files, maybe you told everybody to go put it on SharePoint. But of course, the you know, this person, that person, the other person, maybe somebody didn’t have access to the right folder. So they put it over here. And you know, and blah, blah, blah. So you end up with 234 different places where people stuck stuff, you got stuff coming at you through emails, you’re getting text messages, somebody walking by in the hallway telling you, Oh, yeah, by the way, I finished, you know, you know, that thing, you need to go talk to Bob about that. Okay, great. I’m going to try to remember, you know, remember that, and you know, etc. You got people calling you on your desk phone, work phone, you know, decimal, work phone, desk phone, mobile, leaving you voicemails, just all sorts of crap. You know, I printed out the evidence and I stuck it on your desk. I mean, I’ve literally seen everything you can possibly imagine on these damn engagements. And again, you start talking about all these various, various things that have to happen and why it’s a pain in the ass. And, you know, it’s just, it’s a nightmare. It’s an absolute nightmare. Well, what is it? What is the material impact on the team suffering through compliance today? Oh, bar none, stress, anxiety, you know, lack of clarity.
You know, as they’re going through it, a lot of wasted time. You know, we’ve talked about this in prior conversations on prior topics, but the one thing that really contributes to, I’m going to call it drop of calendar time on these engagements, is you have your weekly status meeting, right? So let’s say your weekly status meeting is on Monday. Well, sure enough, Monday morning, right? We’re going to start the week out, we’re going to have our compliance meeting, and it sounds like a great plan. But then Monday afternoon, so and so is like, oh crap, what did I have again? I forget. All right, or whatever. I was looking at, I’ve got this list of 15 items. I got, I finished these three, but I got to item four. And on item four, I’m not quite sure what I need to do with this and what exact evidence that they’re gonna go ahead and need. So what do I do? Oh, I sit around and I wait until next week, Monday’s status meeting. Meanwhile, because I got other things to do and I don’t have time for all this compliance stuff, you know, blah, blah, blah. And so they sit around and they wait until the following Monday. Meanwhile, you’ve lost, you know, six and a half calendar days, you know, because, you know, so -and -so decided to wait till the next status meeting, you know, type of thing. Cause that was their excuse to not get their stuff done. You know, would they move, if they had 15 items, would they just triage item four and clear out five through 15? Some people would, but a lot of people won’t. And so it’s just, you end up, the fricking engagement, it just drags out, drags on. And usually what happens is it goes in that mode until somebody at the up and the up is like, what the hell? We were supposed to be done with this two weeks ago, you know, type of thing. And there’s still 325 items that are open. You know, all of a sudden, you know, it’s like, you know, the red siren starts circling, they’re triaging people, telling them they need to go sit in this room and we need to get this done right away and blah, blah, blah. You know, and again, going back to the stress and the anxiety, Leo, you know, whatnot, especially as you’re coming up to that compliance deadline. I mean, honestly, man, it’s late nights, it’s long hours, whether it’s I’m actively working on the compliance stuff or all this pressure to do the day by day stuff, but my day’s now been consumed with compliance stuff, you know, et cetera.
I can tell you that I still bear the PTSD from my very first going through compliance experience of being in the eye of the compliance hurricane. Honestly, a lot of what we’ve done was really driven by real world experience and real world pain, which it’s actually, it is so cool to be able to talk to people in the space and kind of know that we’ve got a life ring for them.You know? I do. Now, how exactly does the compliance management system make managing compliance suck less, Adam? Well, you know, things that used to be, you know, very intensive manual chores, they’re now automated. all of those kind of wasted hours being eliminated. So some examples, you know, when you’re leveraging a compliance management system, we talked about, you know, reminders for people about their assigned tasks. That’s something that happens automatically from the system. System already knows, you know, and that really is the next point here. You know, the ability for those that are assigned to items to be able to see what do I have?
So, you know, we talked about that earlier where, geez, you know, what is it that’s assigned to me? You can answer that through the compliance management system, reminding people that they still have things open, you know, within the system. I’ve heard this more times than I can count, even with the compliance management system. And that is that, whatever, Lauren, you know, wraps up everything that Lauren needs to do for this particular requirement. She just forgets to hit the complete button type of thing. You know, so she’d done all the work. She thinks she’s all set. The nice part is, is that tomorrow morning or the next weekday morning, Lauren’s gonna get an email.
Hey, you still got one item that’s sitting here open and Lauren’s going, what the heck? I thought I finished that, you know, type of thing. But it’s keeping it moving. It’s keeping it moving because what would have happened otherwise? Well, Lauren would have thought that she was all set. She would have sat around and waited until next week, Monday’s compliance meeting. Meanwhile, the person that, you know, Lauren was supposed to have this stuff done by Tuesday, you know, and the compliance person that has to now go up and gather status and blah, blah, blah, you know, is going, Lauren, your thing’s still open, but she doesn’t find that out until the following Monday,
you know, where the next morning she would have otherwise known that she forgot to hit the compliance button or sorry, the complete button, I mean, live status information within the system. You know, in other words, that, you know, that simple request, you know, where, you know, that we talked about a little bit ago where somebody breezes by and where are we at and breezes away, you know, the reality is,
is that you got two choices, which are just glorious, which is basically I can pull up the, I can pull up the compliance management system and, you know, show here’s where we’re at. I could take a screenshot of that and fire that off to so -and -so, or if so -and -so is asking the question on a regular basis, guess what? Go get them a log into the damn compliance system. And they can go in and look whenever their heart desires because even if they decide to go in on Sunday morning at 3 AM, everything’s up to date. They’ve got to get a live view of where we at, etc. So it’s just, we’re actively removing pain, removing pain constantly. Consolidated tracking of all of your items. So it takes a minute to get everybody used to the compliance management system and leveraging it.
But the more that you’ve got them trained, the more they see the value in it, you get this consolidation of all of this noise we were talking about earlier of emails and multiple locations where they’re dumping files and voicemails and, and, and, you know, as the eye of the compliance hurricane, it’s your job to go back to those people and say, thank you, please enter it into the compliance management system. Thanks for the update in the hallway. Please update in the compliance management system. On them every single freaking time, because when you do, you know, of course, you’re going to get the grumble, oh geez, blah, blah, blah, blah, blah. Well, you know, eventually they’ll get the memo. They’ll start to be able to leverage it. One of the, you know, the cooler part is, is that with a compliance management system, as I’m moving it through the workflow, you know, you think about, you know, an item that goes from evidence provisioner up to a consultant, up to an assessor, gets rejected back down to the consultant, that gets rejected back down to the person that provisioned the evidence, etc. All of those moves may have appropriate pertinent commentary with either the submission or the rejection, you know, and with a compliance management system, all of it is right there. I can see, you know, what they did when they did it, et cetera, if the assessor happens to have been onsite all day as an example, and is actively processing items on the West Coast at 11 p .m., you know, type of thing. They decided to go jump in and process items. Yeah, it’s making active live updates to the system. And when the rest of the team goes and logs in the following morning, you know, and they’re coming on at 8 a .m., 8 a .m.
Eastern, they’re seeing the rejection, seeing the comments from the, you know, from the assessors. It’s all right there. you know, the single system for storage of all information. That’s a big deal, huge deal. If you go and talk about, talk to your kind of eye of the hurricane person or people, you know, and just ask them, you know, what’s the, what’s the, what are some of the, you know, kind of pain in the ass parts about spinning up compliance for this year? One of the things that they’re going to say is just, what an absolute crap show the storage of the information is and how it’s extremely difficult to kind of hunt, pack and find all of the things from the prior year to be able to reference, which really leads to one of the other, you know, kind of real material benefits of the, of the, you know, of the compliance management system is you have, when you’re using it properly, everybody’s put their stuff in there, et cetera. Maybe it’s going to take you to a couple of years, whatever. But once you do, you have an absolutely pristine repository for exactly what happened last year. And a couple of case in points here. So oftentimes, if you go talk to that, to your central compliance people, they’re going to tell you that, even if it’s the same team member from last year, they did this stuff like 11 months ago. They don’t effing remember what the hell we did. They submit, you know, maybe, maybe they, last year, they thought it was really A, but then they were redirected. No, I need, really need you to provide B, or A was great, but I also need B, you know, type of thing. They’re of course, just going to remember A and make the same mistake again, et cetera. They don’t remember the hell they did. So, you know, you got a rock solid repository where, you know, where Laura now can go to last year’s track and go, oh yeah, I guess she can look up all of her items from last year. She can see exactly what evidence she provided last year. She doesn’t now need to pepper the compliance people with questions. You don’t need to lose it. You know time on the calendar with her waiting for the next status meeting, etc You know people are just hitting the ground running things are clicking. It’s freaking Amazing that said you go you go into a different problem Which is probably more prevalent these days at organizations. There is a fair amount of turnover You know, let’s call it. So last year if let’s add 15 people that were provisioning evidence last year.
Well between You know promotions new personnel You know assignment shifts within the team, you know, etc You end up with the 15 people you had last year. There’s a certain percentage of those that changed Depending on the level of turnover for your organization It could be 14 of the 15 or it could be here. It could be one of the 15 but you know, the nice part is the noob to the compliance evidence process, they don’t need to start from ground nothing. Instead of a whole ton of training, showing, you know, side -by -sides with the compliance people, you know, analysis, asking questions, et cetera, they instead can go back to that pristine, you know, thing from last year.
They are taking over the firewall things from Fred and so they can go to last year’s track, go look at the firewall stuff that was assigned to Fred and boom, they can see all the items that he did, exactly what he provided and da -da -da -da, what worked, what commentary went back and forth with the assessors, everything. And now you’re saving just again, more gobs of time for the people that have to get up to speed, for the people in the compliance arena, you know, and everybody in the workflow. It’s just, there are a lot of reasons that using a compliance management system makes compliance suck less.
Parting shots and thoughts for the folks this week, Adam. Well, as somebody that’s been through compliance manually for years, just in case the listener hasn’t listened to some of the earliest pods, I had to go through my own first experience for about, I think it took me 18 months with a small team to get through my first shot at trying to get through compliance. I then spent the better part of five years doing security compliance consulting, which I unfortunately had to do manually, which was my learning ground for how to do it better, shall we say. You know, I personally opted to do the experiment to see how the hell can I make compliance management suck less. Now for the listener Whether you want to use the TCT portal or you want to use some other system. I Okay, do I care? Yes, I care but At the end of the day You’re missing out if you’re dealing with and I and I call it dealing with putting up with you know Manual or semi -manual systems homegrown systems, whatever Somebody, somebody thinks it’s absolutely effin amazing, you know type of deal and you know internally You know or it’s the it was a you know The option you did last year or whatever but you’re seriously missing out if you don’t if you don’t go give this a valid shot You know companies can literally save Hundreds to potentially thousands of hours a year on their on their on their compliance engagements You know for the listener This pod, this would be a great one to go share with your leadership, you know, it’s And, you’re getting the kickback and all that fun stuff. Maybe share this one out, there might be a couple others out there, you can take a look through all the pods that we’ve done, but this one would be a good one. You know, but if you go to the TCT website at gettct .com and then go to resources on the top bar, then go on to compliance guides. We have a compliance guide that we wrote up to help organizations make the case for the compliance management system. That particular resource would be very helpful for organizations to be able to go in and take a look at, you know, et cetera. And I’ll put it out there. If any of the listeners are having a problem with making it happen, et cetera, reach out to us. ‘d be happy to help with showing somebody the light, et cetera, that’s kind of why we’re here. For those companies that are struggling with their network drops or Excel sheets or hodgepodge and homegrown systems, et cetera, just stop wasting valuable internal resources maintaining this stuff. Let the compliance management software address your compliance needs so that your people can get back to focusing on your needs. For those that are in the midst of this struggle, I feel your pain, you know, trying to turn, Todd used an example the other day of turning the glacier, you know, type of thing. You know, it just, you know, keep up with it. Keep pushing to improve your compliance management, you know, systematic capabilities. You will be very, very thankful once the light bulbs start to go on at the top levels of your company.
And that right there, that’s the good stuff. Well, that’s all the time we have for this episode of Compliance Unfiltered. I’m Todd Coshow. And I’m Adam Goslin. Hope we helped to get you fired up to make your compliance suck less.
