Effective Reporting of GC & CCO to the CEO
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Boutique firm recognized as best-in-class legal
and compliance executive search consultants,
GC/CCO advisors and leadership coaches.
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What do you want to achieve?
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What does your CEO want to know about?
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What gaps are there with current
communications?
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If needed, communicate value to the
company and CEO of improved
communications.
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Significant legal/regulatory proceedings
and claims
2.
Significant compliance or ethics matters
3.
Financial reporting concerns
4.
Significant proposed or enacted
regulatory and legislative developments
5.
Significant headline or reputation risks
6.
Top matters that warrant visibility in the
businesses or other functional areas
7.
Significant governance matters
8.
Significant legal or compliance
department operational matters
9.
Top accomplishments of the department
that added value to the company
10.
Other significant concerns or advice
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Former EVP, General Counsel, The PNC Financial Services Group, Inc.
Thank You For Attending
We look forward to discussing your critical legal and
compliance
recruiting, consulting and leadership
development challenges.
Bob Barker
Managing Partner
585.598.6550
robert.barker@barkergilmore.com
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Average Number of Days to Resolve Case (Qtr/Year/Years)
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Inventory of Outstanding Cases (Qtr/Year/Years)
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Average Settlement and Verdict Cost per Case (Qtr/Year/Years)
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Average Legal Fee & Cost to Resolution per Case (Qtr/Year/Years)
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Average Insurance Recovery per Case (Qtr/Year/Years)
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Cumulative Plaintiff
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Cumulative Settlement
Amounts
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Cumulative Verdict
Amounts
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Cumulative Legal Fees &
Costs
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Compliance Code of Ethics violations
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Average days to resolve reported violation
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Compliance reviews of business activities, such as marketing
materials, staff conflicts of interest, etc.
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Compliance reviews/testing & monitoring conducted by
compliance staff
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Regulatory reports filed
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Regulatory licenses initiated or renewed
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Regulatory risk mitigation activities in-progress/completed
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Status of regulatory exams
Gain insights on the importance of effective reporting for General Counsels and Chief Compliance Officers in building trust with CEOs. Explore the impact on success and ideal times to review reporting processes.
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Presentation Transcript
Webinar Effective Reporting of GC & CCO to the CEO
BarkerGilmore Boutique firm recognized as best-in-class legal and compliance executive search consultants, GC/CCO advisors and leadership coaches. Executive Search Access to world-class legal & compliance talent nationwide Advising Solutions Powerful insights and solutions from highly respected GCs & CCOs Coaching & Mentoring Enhancing profits, performance & effectiveness
The GC&CCO AdvantageSM Delivers Competitive Edge Legal Recruiting General Counsel Managing Counsel Senior Counsel Interim GC Compliance Recruiting Chief Compliance Officer Compliance Officer Interim CCO Advising Solutions Strategic Structure & Development Effective Reporting to CEO & Board Compliance & Ethics Optimizing Operations Change Management Crisis Management Governance & Corporate Secretary Coaching & Mentoring GC/CCO Confidant Executive Coaching Leadership for Women & Diverse Talent Strategic Advisor Development Family & Private Company Dynamics Succession Planning & Development
BarkerGilmore Senior Advisor Maureen Brundage Former EVP, GC, Corp Secretary & Chief Ethics Officer of The Chubb Corporation Biography
BarkerGilmore Senior Advisor Marla Persky Former SVP, General Counsel and Corporate Secretary, Boehringer Ingelheim USA Biography
BarkerGilmore Senior Advisor Helen Pudlin Former EVP, General Counsel, The PNC Financial Services Group, Inc. Biography
Why does effective reporting matter? Key part of your job as GC or CCO Significant impact on gaining trust, confidence, and respect of the CEO Essential to your success
Ideal times to review reporting process When there is a new CEO When you are new to the company When methodology or communications with CEO can be improved When it has been awhile since your last review
The CEO Matters 1 2 3 4 Consider asking for feedback CEOs do not like surprises The when, how, who and what is very dependent on CEO s preferences May learn from predecessor, your peers and/or trial and error
What do you want to achieve? What does your CEO want to know about? What are the objectives? What gaps are there with current communications? If needed, communicate value to the company and CEO of improved communications.
Basics 1 2 3 Be financially literate Know the business as well as the business people do Understand the key issues in the company
How to report Style Format Method
When and Who? When to report Who should participate
1. Significant legal/regulatory proceedings and claims 2. Significant compliance or ethics matters 3. Financial reporting concerns 4. Significant proposed or enacted regulatory and legislative developments 5. Significant headline or reputation risks 6. Top matters that warrant visibility in the businesses or other functional areas 7. Significant governance matters 8. Significant legal or compliance department operational matters 9. Top accomplishments of the department that added value to the company 10. Other significant concerns or advice What to report?
Senior Advisor Contact Information Maureen Brundage mbrundage@barkergilmore.com Former EVP, GC, Corp Secretary & Chief Ethics Office of The Chubb Corporation Marla Persky mpersky@barkergilmore.com Former SVP, General Counsel and Corporate Secretary, Boehringer Ingelheim USA Helen Pudlin hpudlin@barkergilmore.com Former EVP, General Counsel, The PNC Financial Services Group, Inc.
Thank You For Attending We look forward to discussing your critical legal and compliance recruiting, consulting and leadership development challenges. Bob Barker Managing Partner 585.598.6550 robert.barker@barkergilmore.com
Litigation Metric Examples Timing Timing Average Number of Days to Resolve Case (Qtr/Year/Years) Inventory Inventory Inventory of Outstanding Cases (Qtr/Year/Years) Cost Cost Average Settlement and Verdict Cost per Case (Qtr/Year/Years) Average Legal Fee & Cost to Resolution per Case (Qtr/Year/Years) Average Insurance Recovery per Case (Qtr/Year/Years)
Trial Effectiveness Metric Examples 100 Cumulative Plaintiff Demands before Trial 90 80 70 Cumulative Settlement Amounts 60 50 40 Cumulative Verdict Amounts 30 20 10 Cumulative Legal Fees & Costs 0 2013 2014 2015 Plaintiff Demands Settlements Verdict Legal Fees & Costs
Compliance Metric Examples Compliance Code of Ethics violations Average days to resolve reported violation Compliance reviews of business activities, such as marketing materials, staff conflicts of interest, etc. Compliance reviews/testing & monitoring conducted by compliance staff Regulatory reports filed Regulatory licenses initiated or renewed Regulatory risk mitigation activities in-progress/completed Status of regulatory exams
