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: How To Survive Your First Compliance Engagement
Quick Take
On this episode of Compliance Unfiltered, the CU Guys give the listeners the inside scoop on how to survive that tricky first compliance engagement.
Adam throws a lifeline to the novices, and provides an nostalgic look back for the veterans; on how to everything from how to manage your team, to how to manage your emotions, and everything in-between.
Curious where to get started? Thinking about working with a consultant but not sure it’s worth it? The CU Guys cover all these topics and more, on this week’s Compliance Unfiltered.
Read Transcript
Well, welcome in to another edition of Compliance Unfiltered. I’m Todd Coshow alongside the John Travolta to your Saturday night compliance fever, Mr. Adam Goslin. How the heck are you, sir? I am doing fine, Todd.
How about yourself? I can’t complain. I’m not leisure suit good, but I’m trying.
Today I’m actually bringing my hard hat. We’re going to go slog through the muck of what it’s like to survive your first compliance engagement and how to do so successfully. So for the uninitiated, Adam, how tough is your first compliance engagement?
Well, long story short, it left such an indelible mark on me. I decided to step away from working for others because I knew people needed help. So, it is a very trying experience, the long story very short. If an organization’s getting ready to get compliant with some form of a security standard framework, etc., for the first time, then people really do need to know what they’re getting into. Hopefully this pod will help. So yeah, if you know people that haven’t gone down the path yet, by all means, go ahead and throw them this one. It would probably be a good one to start with. But no, the first compliance engagement, it’s not just a massive undertaking from a process and procedural perspective with all of the various moving parts, which we’ve talked about before. But it’s an emotional journey as well. Being honest with the listeners, most of the compliance managers and their teams go through sheer hell emotionally once they embark on that first compliance engagement, it will assuredly be far tougher than you anticipate, and it will take much, much longer than you could possibly have imagined.
Many of the people that are involved in the compliance end of things, they end up getting burned out by the end of their first engagement. You know, I know for me, I was absolutely in that arena by the time that I finally got done with, I was going up against PCI DSS for the first time, you know, as an uninitiated and I felt exhausted by the time we actually got to the point where we got the approval. But, you know, if you know what you’re getting into, if you can prepare properly, You know then you get the opportunity to prevent a lot of the you know the pain and the and the term emotional turmoil You know that a lot of other compliance managers get the you know get the joy of experiencing for themselves Well walk the listeners through the emotional journey of a compliance engagement Well when you’re first starting out,
um, you know the, the certainly there’s, there’s, there’s a number of driving factors That impact the you know, kind of emotional state of the of the compliance team You know the compliance team out of the gate when they you know, okay, we’re gonna go do this, you know They feel a sense of urgency, you know the upper levels of the organization have tasked the team with you know with this Accomplishment and you know, hey chop, chop. Let’s get it done, you know Yeah, I can’t tell you in how many organizations I’ve heard You know, I’ve heard things like well, all we got all we’re gonna need to do is just do these like couple things and poof We’re finished you know type of thing and , and You know and your adrenaline starts to spike you’re getting ready to go take on this big project, you know, etc and You know the, the you know that that urgency Starts to transform into kind of a low -level stress As you the rest of the team the organization You know starts to really get their arms around just what all is ahead of you how much stuff needs to get done You know you for most of the people walking into these engagements,
you know They’re they weren’t sitting around eating bonbons before, you know, they got tasked with the compliance engagement They, they most of them had, you know, pretty busy full -time jobs, etc And got this thrown into the mix And you know, it’s that realization as you start to get into it that oh Jesus This project isn’t going to be as simple as we’d initially you know kind of optimistically hoped and you know as you see how much you know you don’t know about compliance and how much effort is going to be required of you your team you know and whatnot then you start to see people transform from you know kind of the they go from the urgency into that low -level stress to literally in some cases like full -on anxiety you know the, the executives start breathing down the neck about hey why isn’t this thing when we you know had our cherry blossoms meeting before we even started and whipped a whipped a you know what we thought was a good guest dart throw and you know you, you basically are coming up on that time you know now you’ve got you know leadership is starting to get worked up well why aren’t we done and you know da, da, da you know in many cases within the organization You know, that timeline, everybody starts to have light bulbs that go on that this isn’t going to happen. And so, you know, there are a couple other complicating factors for many companies. Probably the biggest one that I’ve seen is that somehow, you know, people in the company think that, well, because, you know, because we have IT people, they must know how to do the security and compliance role just naturally and, you know, because they’re smart, technical people. And, you know, those kinds of unfair expectations put the team in a position where, you know, now they got to go and figure everything out on their own, you know, the pressure’s on and, you know, you’re the, you know, you end up being the de facto point person to the organization if you’re leading the compliance team. And, you know, next thing you know, you, the rest of your team, are putting in tons of overtime. You know, just trying to, you know, get your arms around the, you know, around all of the various concepts of compliance, a ton of Googling and, you know, looking at things and trying things, etc. You know, it’s been weeks and weeks and, you know, you don’t feel like you’re any closer to the finish line than when you started. You know, it’s not unusual for people on these teams, especially in that first engagement to slowly work their way up to doing, you know, 80, 90 hour weeks, you know, you get to a point where you’re mentally, physically exhausted, you know, you start to hit this point where it’s clear, you need some outside help, but you’re already in over your head, you know, you’re, you know, the hopes of the expedient project seem like a far off fairy tale and, you know, now you’re expecting it to be, you know, months, maybe a year plus and you might still be underestimating, you know, at a certain point in the game, you know, the leader of the compliance arena, the rest of the team, you know, just because more and more and more depleted, dreading work, frustrations going up, you know, a lot of, you know, kind of arguments between team members, people needing, you know, not getting sleep, being stressed, you know, even when you’re not working, you know, your, your, your head’s constantly thinking about, oh, how do I solve this problem? And, oh, hey, I didn’t think about this, or, you know, whatever. Your brain’s always going on it, even when you’re not at work. So, you know, you get an opportunity to, you know, whatever, go spend a Saturday, you know, a Saturday afternoon or a Sunday with the family or something, and, you know, your brain’s still in compliance mode. It’s, it’s really, it’s really, really all encompassing for the uninitiated.
Well, what is some of the fallout of a compliance engagement that you’ve seen? Well, I’ve seen many organizations, many individuals at organizations that they effectively got, they reached their breaking point during that first engagement. I’ve seen, I have literally seen grown men shed tears. I’ve seen people lashing out in frustration with only a slight trigger. I’ve seen health issues, anxiety attacks, I’ve seen teams that have basically all but imploded during that compliance process. It’s no wonder that the turnover rate is so high for folks that are in that compliance management position, especially those that go through it for the first time. It is very, very tough. You know, you take a step back and you can kind of make the logical path to yourself that this isn’t anybody’s in particular fault. How in the hell could everybody have known what they were getting into or how complicated it was going to be? Your boss just wants to get it done and move on. The vendors aren’t the ones that are specifically to blame exclusively. It’s certainly not your team’s fault, it’s not your fault. You know, the reality is this is the nature of the gigantic beast that is first time running through compliance with an organization. But it doesn’t have to be that way. There are options for getting compliant, maintaining sanity, and even thriving through the process. So that’s part of what we’re going to be kind of talking through today.
Well, how can having a compliance consultant help? I feel like a shepherd through the woods or like a shepherd through the woods. Sherpa up the mountain. How’s a compliance manager going to improve, or excuse me, a compliance consultant, conclude, improve the quality of your life in this regard? Apparently it’s easier said than done. And single time. Ha, ha, ha, ha, ha, ha, ha. Way to be, but hold on. No, I, honestly, man, when I, when I walked out of that first, out of that first engagement, I literally, I had so many light bulbs that went on about just how much this sucks. About, I wanted to go do, I wanted to go do the things that I wish that I had access to. When I, when I went through my first engagement, I mean, the notion of a compliance consultant was not even a thing. You know, the only, the only people that had any, you know, amount of experience really were, were held in the really gigantic kind of a, accounting firms, you know that we’re doing, you know audits and blah, blah, blah, and so that’s a Good part of the reason why I stepped into the space You know, so it’s so I, I have the benefit of seeing this from kind of both sides You know the, the single singular most important thing that I would guide any organization toward is Go get yourself a compliance consultant Do that ASAP soon as you can as early as possible You know, I,I wished that I had had access to a compliance consultant when I was going through my first engagement You know, you know after you know now that I can look back on You know on multiple decades of you know of consulting and helping organizations and all that fun stuff You know, you realize that the, the compliance consultants of the world, you know, they know and breathe cybersecurity and compliance They’ve been around the blocks more times than they you know, then they can count they’ve you know They know what holes you’re about to go fall into They also know what are the options for avoiding those holes which ones are going to be appropriate right, you know for your you know for your organization You know a truly great consultant will you know assist with clarifying your compliance requirements They’ll know what to expect from you know from assessors They’ll be able to you know, really help kickstart Getting to efficient process getting results checking boxes, you know Not checking boxes in the I’m half -assing it check the box and move on but you know truly Resolving the, the, the compliance needs for particular requirements So that can be set off into the we’re done with this and we can move on to the next thing You know, they you know, they are they’re good at listening You know, they can they can talk you off the ledge A lot of people get really worked up and freaked out, you know when they’re when going through their compliance, you know, compliance engagement, you know, and the consultant will bring a manner of sanity, you know, a manner of clarity, you know, to the participants that they can bring the engagement from feeling astoundingly overwhelming, you know, into something that is something we can handle. You know, we can do this, you know. They’ve got, you know, experience with different approaches and solutions for meeting compliance requirements effectively. They’ve seen those implemented across a bevy of different organizations with different, you know, process, procedure, technology, people, existing vendors, all sorts of fun stuff. So they bring a ton of, you know, a ton of clarity to going through the process. You know, the compliance consultant will make an absolutely huge level of difference in terms of your sanity as you’re going through the journey.
You know, and I’ve said this to people before, you know, the reality is, is that the compliance consultant, the best part about a compliance consultant versus trying to, you know, trying to have your assessor guide you, you know, is that you can have absolutely wide open conversations with your consultant. You can air all the dirty laundry. They don’t care, you know. At the end of the day, their job is to help you navigate the waters and get ready and whatnot. So you can have more open dialogue and discussion with the consultant, you know, about the reality of your existing state and what do we want to go do to cure this. And that compliance consultant can also act as a great intermediary to, you know, to your assessor. You know, and honestly, I’ve seen a lot of assessment firms that they absolutely love it when organizations have somebody like a compliance consultant in the mix because, you know, because they know the quality of what they’re about to start receiving is gonna be substantively higher. They know it’ll be far more organized. They’re not dealing with, you know, submission. Nope, that’s not it. You’re close, but you need to fix these things only to send it back and then get it wrong again, etc. You know, they don’t have as much back and forth, a much higher propensity for items to come through clean on the first shot, you know, things along those lines.
So the way that I typically will kind of express to someone what is it like having a compliance consultant? It’s like having your own, it’s like having an outsourced, you know, internal audit function is a good way to put it, you know, because they’re part of your team. They’re on your side. They’re on your team, you know, etc., and they’re part of the solution. That’s the way that I would articulate that to folks. But, yeah, I wish desperately that I’d had access to a compliance consultant back in the day.
I appreciate that. that so much, where does engagement scope fall into this? Well, teams resiliency level goes substantively up. If they know upfront, what all do we need to do? What’s expected of me? How much work is going to be involved? How long is this going to take? What kinds of help are we going to need, etc. So the best thing that organizations can do for themselves and for their team is to do the upfront legwork, thorough research on exactly what it is that you need to do to get certified under whatever specific standard or framework that you’re currently targeting. What’s involved? What resources and tools are we going to need? What do we have in place today? How can we best bridge those gaps? How long do we think this engagement’s going to take with a… you know, we talked earlier about the, you know, kind of the false notion of, of, uh, you know, kind of a fairy tale timeline. Um, you know, the, that’s really where some of the advantages of, you know, bringing in expertise like that, um, that compliance consultant, you know, will come into play where, you know, you can bring in, uh, third party experts to be able to, to be able to assist sanity check, you know, etc.
One of the, one of the cool parts, and I didn’t mention it earlier about the, uh, about the compliance consultant, but, you know, one of the parts that the internal teams tend to struggle with is they’re conflicted, right? They have to get it, getting all this pressure, get it done, get it done, get it done yesterday, you know, etc. And while you guys ought to know this and blah, blah, blah, blah, the best part about the, uh, you know, kind of having that compliance consultant in the mix, they’re not going to be worried. They’re going to get, you know, they’re going to be canned from their primary job because they told your boss the truth. Um, you know, they’re not worried about that. You know, they, they, they’re not driven by the same, you know, by the same drivers. And so it really allows that, that consultant to be a lot more blunt, direct, uh, you know, uh, cut through, you know, cut through the BS, you know, etc. Um, but no idea. I’ve only had to, I’ve only had to cut through the BS and, you know, one, you know, one or 48 times. I mean, it’s, it’s, it’s, it’s in the DNA, but, um, no, the, the more prepared the team is for the engagement, then the better they’re going to be able to, uh, you know, the better for, uh, for you and for your team, um, the ability to, to survive the process.
What about communication practices? I mean, I know that’s kind of a buzz phrase or topic, but it really does matter here. Tell us how. I mean, I, we were talking a minute ago about, uh, the, the, the consultant being able to cut through the bullshit. You know, the, the reality is, is that, um, you know, I, and I would, I would honestly, I would encourage this to everybody on the team. compliance team. Not many people feel comfortable doing this, but you have to grow a pair. Otherwise, you’re going to find yourself run over. You need to start early and often practicing that open communication to the organization’s leadership. Establishing the pipeline, especially with leadership, that’s where the people in those positions of power, they can be your greatest assets in resolving issues that arise as you’re going down this path. You need them to clearly understand what’s going on and what’s happening, what you’re going through. Getting them prompt updates as new challenges are being experienced. The more open and direct and blunt that you can be about. about things, state, skills needed to navigate waters, the better off you’re going to be. You don’t want the top levels of management sitting in their boat, floating off down the river and nobody’s saying anything, nobody’s lighting off flares, nobody’s giving them any warnings. Meanwhile, they’re floating right toward the edge of a waterfall, unbeknownst to them, right? It’s not until the water starts to increase base and they start hearing the roar of the falls that it’s too late. You don’t want them to be under any false assumptions of any kind. If you’re lacking skills, knowledge, don’t minimize it. If you don’t have the resources that you need, make it clear. We need these resources.
Put it on them. Make them part of the solution. If you don’t arm them with facts, there’s no way that they can possibly help. You’ve got to be direct with these people. Do whatever it takes to get them an absolutely clear understanding of what’s going on, what types of stresses are happening, what types of demands are being put on the team and how it’s impacting them. Have them feel like they’re part of the journey because I’ve seen way, way too many teams that they just try to go into hero mode. They don’t want to bother the people up at the top of the food chain. We don’t want them to feel like we’ve missed their expectations or I’m scared to tell them what’s really going on. I don’t know what to tell people, but when you don’t do the communication, you literally are just cementing your own fate. Maybe, maybe you get lucky and your hero mode happens to pull it out, but I would put… on a first time compliance engagement? Dude, those chances are very, very remote. So you’re far better off practicing that direct communication.
Well, what ground rules are needed here? Well, you definitely wanna get on the same page as your team, right out of the gate. You know, we wanna establish rules of engagement before we start, before, you know, the gun goes off. I think I’ve articulated this before, like I almost feel like the very first compliance, you know, compliance engagement, it’s kind of like firing a starting gun, you know, in a herd of cats. You know, the gun’s gonna go off and everybody’s just gonna go in different directions, scrambling over one another, all sorts of fun stuff. It’s great. But, you know, so you wanna be able to have some ground rules right out of the gate. How are you gonna operate a team? As a team, how are we going to communicate? quite frankly, in a way that’s traceable, trackable, where we’ve got some measure of accountability. How often are you going to meet? How is evidence going to be submitted? How will you use your compliance management system? Where are you going to put written explanations that you need to associate with particular requirements? Where are the evidence files and attachments going to go that are needed to support the compliance stance? What happens when you’re done with each of the tasks? What happens when you’re done with everything? You want to kind of talk these things through, make these agreements with your team up front because that will assist with good positive forward productivity and will at least have all of the right tenets of kind of avoiding chaos and confusion. But it’s not to say that just because you establish the ground rules that everybody’s necessarily going to go ahead and follow them all the time. There may be some remedial training involved, shall we say.
Well, here’s a great question. How does planning for time play into this? Well, I’d recommend to folks that are walking into their first engagement clear as much of your schedule as humanly possible. Do not plan to dedicate. Like if you’re the centerpiece of this thing, do not, under any circumstances, dedicate anything less than 50% of your time to nothing but trying to get through the compliance thing.
From the very first day, you’re gonna need at least 20 uninterrupted hours a week to be able to do this. And I say, and I want to emphasize at least, even at 20 hours. expect just walk into it with the clear expectation that you are going to be putting in overtime you know because it’s going to happen it’s not a matter of if but when you know as the engagement progresses you know you may need to ramp up that dedicated effort to 75% eventually near 100% you know at near the as you start to get to near the end of the, the annual engagement you know so doing the, the thorough pre -planning realistic stabs at who’s going to need to be involved how much time do we think we’re going to need out of them you know when in what order do we need to bring people in for how long you know you want as best you can up front to coordinate the scheduling with those team members their supervisors you know planning around things like paid time off you know people actually take vacations believe it or not people actually get sick, you know, and it seems like a distant memory when I was in the midst of trying to get through my first one. Vacation was definitely not in the cards, but, you know, but, you know, planning around people’s time off and other projects they may have been committed to, being, again, we talked earlier about the communication, be prepared to raise availability issues to leadership, you know, as they’re coming up,
you know, it’s tough, you know, but again, you know, we talked earlier about, you know, getting the help out of the compliance consultant, they’ll go a long way to be using their experience to be able to help with that, you know, kind of with that planning as you’re going through the process for you and your team.
Well, how can you care for your team through the journey? I mean, these guys are in the muck here, right? You know, they’re knee -deep in it. How do you take care of your people? Well, you have to take care of the team as you’re going through this. It’s funny what a sense of camaraderie. Well, for a well -run engagement, it’s amazing the sense of camaraderie that will develop and build out of the members of a compliance team that kind of pulled together to make it happen. You know, you want to encourage people to, you know, take some time off, getting a break, you know, you want to, as a leader on the engagement, make sure it’s clear, you know, open door policy, make yourself available for your team members to, you know, to come in, unload, you know, get some stuff off of their chest when they’re, you know, when the stress levels hit the, you know, has exceeded eyeball level, you know, type of a thing. Everywhere that you can, you know, be on the lookout for ways to be able to reward them. You know, some people, some people will People will think that these little things as you’re going through hell, that nobody’s really going to appreciate it, but I’m telling you, you come walk in, maybe it’s something as simple as having donuts or coordinating with the powers that be to get everybody the hell out of the office for a team lunch. Maybe just just do an early out day and take everybody out and grab some dinner or something, get them a break. Make sure that you plan early on, especially as the leader of the compliance engagement plan, plan it out early on with management that you want to have budget available for doing stuff like that so that you don’t have to go and ask for permission as the compliance engagement starts hitting that fever pitch.
You want to watch out for signs that individuals are needing and everybody is different. Maybe one person needs an extra dose of encouragement or they need to be cut loose for a half a day so they can go and take care of themselves. Maybe they’ve got obligations going on in their personal world that they’ve been neglecting. Give somebody the opportunity to cut you out early today and make arrangements with your husband or with your wife, boyfriend, girlfriend, whatever to go grab dinner a little bit early type of a deal.
Get some time with them. Doing those types of things on a Friday is huge because you know that you’ve got a couple of days afterwards for them to continue taking the time off and making sure that they just step away. You want to be able to make sure that you’re not having people that are burning out on the engagement. They’re going to be ineffective as they start to head toward burnout or if they decide that all the BS they’re dealing with isn’t worth it and actually leaving the organization. I’ve seen several times over right in the heat of just fit, hit, the shand on the compliance engagement. Somebody just says F it and throws in the towel. It’s a nightmare. That’s not great news.
Where do the right compliance tools come into play? How can you make your life easier with a quality tool set? I said when I did my first engagement I wanted to go do things that I wished that I’d had. One was the compliance consulting. second was the tool, the tooling or tool set. I would say to every single person that’s listening to this right now, make sure you’re leveraging a compliance management system. You know, a good compliance solution, you know, it’ll automate a myriad of elements of your engagement that are complete and utter waste of time. We talked about how the hours are gonna ramp up and it’s gonna hit this fever pitch and you know, and in and in and in, but there’s a ton of stuff that happens on a compliance engagement that you don’t need to be doing. Things like nagging people to submit their stuff, reminding them that it’s still open, knowing what the status is of particular items, being able to collect, organize, gather the evidence in a single spot, being able to cleanly move items, you know, move these requirements through whatever workflow you’ve got for your organization. So if it’s front -liners submitting evidence instead. need to be reviewed by managers that need to go to your compliance consultant, that need to go up to your assessor. You know, you, you, all of that is somebody moving this stuff. You’re not using a system to do it. You know, all of those things that I just mentioned, all of it can be completely automated. This frees up time for focusing on high value activities, streamlining the engagement, taking care of your team, you know, things along those lines.
I mean, you know, as you, as you go through that process, it is, it is enormous. What a, what a big difference it makes to, to leverage the system.
You know, for, for those that have never done this before, you know, the, you know, there’s, there’s a lot of things that, you know, that, that kind of hit these, you know, these organizations, you know, we had one organization, one, one client that, you know, they, they hit us up as they were, you know, they were, you know, leaving, you know, they were leaving their place at 9 a .m. getting home at one or two in the morning. They were doing it six days a week. You know, they were 60 days into this process and literally threw their hand in the air said, you know, I need help, you know, type of a deal. And that’s where we, that’s where we got to become friends.
But you know, the, the, the reality is, is that compliance management system, you know, is a big deal. A lot of organizations end up spending, I’d say 18 months, maybe even more on their first compliance engagement from the very start to the very, you know, conclusion, if you will, using, you know, using a compliance management tool like the TCT portal, you know, that we kind of built from the ground up for this specifically purpose built for compliance management, that, that can reduce the time on an engagement by as much as 65%. You know, the, the one thing that a lot of folks that are kind of walk the uninitiated, they’re just walking into this, you know, you think about, how many people are involved, how many intersections there are, you know, etc., how much of a mess your compliance management can be, you know, can be in terms of where people are putting stuff, how they’re telling you that things are done, etc., just trying to get an accurate status update across the board. That could be a two to four hour exercise each time you need to do it. And of course, you know, you’ve busily got all of these leader members of leadership as they’re getting into their frenetic state of, oh my God, where are we at and are we done yet? And, you know, are we there yet? You know, blah, blah, blah, you know, and, and, and before you say, do I need to pull this car over, you know, the, the, the reality is, is that, you know, the, as you’re going through this process, process. You’re constantly getting peppered with these questions. Every time somebody asks you a question, now I got to go hunt and peck and all these various things and talk to eight people and blah, blah, blah.
I’m going to tell you what. It’s like the clouds have parted. Angels are singing when you, that first time that you recognize or realize holy crap, I’ve got everything in one spot. Oh, it’s huge. You know, you could live, oh god, it’s so much better. But you know, you could literally drop the total length of your compliance engagement by something like six to twelve months, you know, just with the use of the tooling. You know, you want to make sure as you’re leveraging a compliance management system, you want to train your people. Train the people on your team. They need to pay attention to the alerts they’re getting from the system, the notifications they’re getting from the system, they need to log in in the morning and check their dashboards and you know, what all is needed of me, etc. They need to participate in the process as well. It’s a team effort and it takes everybody’s investment to be able to pull this together. But the right compliance management tool, that will pay for itself many times over that first year alone, let alone all of the myriad of benefits that you’re going to start to see as you get into year two, year three, year four.
Nice. Parting shots and thoughts for the folks this week, Adam? Well, I think we’ve beaten up this one fairly well. I hope that we didn’t scare anybody, you know, too much. But, you know, the one thing that folks know that they can get out of, you know, get out of myself and get out of TCT is somebody that’s going to shoot straight. They’re going to give you the real answers. We’re not going to sugarcoat it. We’re not going to tell you, oh, all you got to do is just go and buy this one thing and put follow your compliance management problems, go away. It doesn’t work like that. There’s a lot of, I’ve seen a lot of snake oil salesmen out there. The reality is that these first time compliance engagement, they do not need to be as emotionally grueling as many people tend to put themselves through. As long as you have the right preparation, the right resources, the right solution, the right tools, the right people involved, not only can your team pull off that first run at a compliance engagement in a truly reasonable timeframe, but you can also help to protect the mental and emotional health of the various team yourself and your team members included. Don’t go assuming everything’s gonna be okay and blah, blah, blah. I’m sure that you go and get yourself set up for success. Certainly anybody that needs help with getting ready for or through a compliance engagement, we can help or we know a ton of people that can.
We got into this space to be able to help people make managing compliance suck less. And so that’s what we’re here for. And that right there, that’s the good stuff. Thanks for watching!
