Networking has always been an important part of life as an Ethics & Compliance leader. But in a world where diaries are packed, priorities shift quickly and regulatory pressure shows little sign of easing, it has become just as important to be selective about where that time is spent.
We hear time and again from the compliance community that while large, global conferences certainly have their place, they often fall short when it comes to meaningful peer‑level discussion. What many leaders are really looking for are smaller, more intimate forums: spaces where they can step away from formal agendas, exchange ideas openly and talk candidly about the issues keeping them awake at night.
It was in response to this feedback that Leonid hosted its first series of Ethics & Compliance Leadership Lunches in New York and Connecticut, alongside Ropes & Gray and Richard Bistrong. Bringing together senior compliance leaders from across industries, the lunches were designed to create exactly the kind of environment that is increasingly hard to find: informal, closed‑door conversations among people facing similar challenges.
The response exceeded our expectations. Guests valued not only the opportunity to connect with peers from different sectors, but also the depth and honesty of the discussion. The quality of conversation reinforced something we strongly believe: that some of the most valuable insights in compliance emerge not from slide decks or stage presentations, but from frank, experience‑led dialogue.
Given the overwhelmingly positive feedback, these lunches will now become a regular fixture, and we plan to extend the format into other areas of corporate governance over time.
What follows is a summary of some of the key themes that emerged across the discussions.
Flexibility is no longer optional for compliance teams
One of the strongest points of consensus was the growing need for Ethics & Compliance functions to remain agile. Today’s leaders are expected to move seamlessly between subject matters - sometimes overnight - as new risks, investigations or regulatory priorities emerge.
Whether responding to geopolitical developments, enforcement trends or internal crises, teams that are too narrowly structured or overly specialised can struggle to keep pace. Flexibility in both skills and mindset is now essential, not only at leadership level but throughout the function.
Job titles send powerful signals
While often overlooked, job titles sparked a lively debate. Participants agreed that titles are far more than administrative labels; they act as signals to the wider organisation about how seriously compliance roles are taken.
Senior‑sounding titles can lend authority, influence and visibility, helping compliance leaders operate effectively across the business. Conversely, poorly considered titles can unintentionally undermine the perceived importance of the function, regardless of its actual responsibilities.
Collaboration beats siloed compliance
Another recurring theme was organisational design. Best‑in‑class Ethics & Compliance functions are rarely those operating in isolation. Instead, they are deeply embedded within the broader organisation, working closely with legal, risk, finance, HR and the business.
Siloed information remains a significant risk. When functions fail to share insights, important signals can be missed, resulting in blind spots that only become visible when issues escalate. Collaboration, attendees agreed, is as much about effectiveness as it is about efficiency.
The hidden danger of incremental budget cuts
Several participants referenced the so‑called “cheese slicer” effect, first articulated by Professor Muel Kaptein. Incremental year‑on‑year budget cuts may appear manageable in isolation, but over time they can significantly weaken a compliance function’s ability to operate.
The cumulative impact of these reductions often only becomes apparent once the organisation is already exposed, through control failures, compliance breaches or enforcement action. Maintaining resilience requires leaders to articulate clearly what the function needs to operate effectively, not just what it can survive without.
Culture will outlast compensation
While remuneration and flexible working arrangements remain important tools for attracting and retaining talent, attendees were clear that they are not enough on their own. A toxic or unsupportive culture will ultimately outweigh even the most competitive compensation packages.
High‑performing compliance professionals want to work in environments where they are trusted, heard and empowered to challenge. Without that, organisations risk losing precisely the people they most need.
A sharper focus on enforcement priorities
Unsurprisingly, current enforcement trends featured prominently in the discussion. With the prevailing U.S. administration placing heightened emphasis on areas such as cartels, transnational criminal organisations and national security, many organisations are reassessing their exposure.
Attendees highlighted the need to refine diligence, monitoring and control frameworks accordingly—while remaining alert to non‑U.S. enforcement, reputational risk and broader commercial consequences.
AI: opportunity, but with eyes wide open
Finally, conversations turned to the growing role of AI in compliance. Participants agreed that AI tools should be treated as third parties in their own right, presenting familiar risks around bias, governance and oversight.
That said, the potential upside is significant. One attendee shared how AI had been used to identify red flags that traditional compliance tools had consistently missed, demonstrating how - with the right controls in place - technology can meaningfully enhance effectiveness rather than simply automate existing processes.
At Leonid, we are proud to support the compliance community by creating forums like these: spaces where leaders can step away from the noise, share best practice and engage in thoughtful debate with peers who truly understand the challenges involved.
We look forward to continuing these conversations and to expanding this format in the months ahead.