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Creative Lawyerin’ and Opinion Release 22-01

Yesterday, I ended my blog post with a few words about what we call in Texas Creative Lawyerin in the context of a Securities and Exchange Commission (SEC) enforcement action where there was zero fine and penalty due to the extraordinary remediation engaged in by the recalcitrant company whose Chief Executive Officer (CEO) allegedly engaged in fraudulent and illegal behavior. While the rest of the world calls this ‘Creative Lawyering’; whether you say it with a Texas drawl or not, what it means is that lawyers are at times called upon to find creative ways of working within a legal framework. According to Summize, this means, “The outcome often relies upon a lawyer’s storytelling ability – how they package an argument or a party’s point of view in a suitable and meaningful way. These abilities, in addition to critical thinking, social skills, listening and reasoning, can be particularly useful in commercial law when working with multiple stakeholders.” Another way to say it is one of my most favorite phrases about lawyering which is as a lawyer, “you are only limited by your imagination.”
Background
We saw yet another example of such creativity in the first Opinion Release of 2022, 22-01. The Opinion Release procedure allows companies (Requestor) to submit questions to the Department of Justice (DOJ) to determine if they would see any potential Foreign Corrupt Practices Act (FCPA) violations from the actions the Requestor took or anticipates taking. The facts of the matter are quite unique however the discussion and analysis provide significant guidance for FCPA aficionados and compliance practitioners going forward. Additionally, and yet again, the matter does provide a clear example of how a lawyer can be creative and achieve a superior result for their client.
Requestor was required to anchor its ship to await repairs, refit and unloading in Country B. It was directed to a location to do so. However, the location was in the territorial waters of Country A, which promptly arrested the ship’s captain and held the crew aboard the ship. The captain had a medical condition which required treatment. Country B sent a third-party intermediary (intermediary) to demand a monetary payment in the amount of $175,000 for release of the captain. Requestor brought in its own third-party representative (representative) to negotiate the release of the captain with the intermediary, requesting the “formal basis for the payment — such as an invoice or other documentation setting forth charges or an enumerated fine amount — to ensure that the payment would be made pursuant to a fine or other penalty resulting from a legal or regulatory violation, if any.” The intermediary refused to provide any such documentation.
The Requestor also sought the assistance of Country B, US embassy representatives and “sought the assistance from other agencies within the U.S. government to end the captain’s detention and permit the Requestor vessel and its crew to leave Country A expeditiously. Requestor also requested that those agencies notify relevant Country A authorities of the detention of the captain and crew, and the confiscation of the Requestor vessel.” All such avenues were unsuccessful to obtain the release of the captain.
Analysis
The DOJ analysis reminded us all that the FCPA does not prevent payment of all bribes. A predicate for FCPA liability is that the bribe must be made with corrupt intent and used to ‘obtain or retain business.’ The DOJ found neither requirement was present under this fact pattern. First, “the primary reason for the payment was to avoid imminent and potentially serious harm to the captain and the crew of the Requestor vessel.” In fact, the payment was made under duress, and that “an individual who is forced to make payment on threat of injury or death would not be liable under the FCPA.”
Significantly, the payment was not made with an eye towards ‘obtaining or retaining business.’ Requestor was trying to do business in Country B and not Country A and inadvertently strayed into the territorial waters of Country A. The Opinion Release stated, “Requestor has no ongoing or anticipated business with Country A, and the entire episode appears to be the result of an error, emanating from the incorrect advice Requestor received about where to anchor its ship while waiting for the port of Country B to carry out mandatory repairs.” Moreover, the Requestor was transparent in its request for assistance from various US government agencies and representative. The DOJ concluded, “Put simply, under the specific facts presented by Requestor, there does not appear to be a sufficient business purpose associated with the payment — and relatedly, there is a lack of a corrupt intent under the FCPA.”
Discussion

  1. Corrupt Intent in Obtaining and Retaining Business

First and foremost is the requirement for corrupt intent in the obtaining and retaining of business. As noted, neither was present here. It certainly helped that the Requestor had no commercial business with or in Country A. If not for the delay in getting into port in Country B, the Requestor would never have been in Country A. The Requestor had no “historical, pending, ongoing, anticipated, or sought after business relationships with government actors” in Country A.
        2.    Extortion Payments Not Prohibited Under the FCPA
Under the FCPA, an  “individual who is forced to make payment on threat of injury or death would not be liable under the FCPA. Federal criminal law provides that actions taken under duress do not ordinarily constitute crimes.” Indeed, this was noted in the FCPA Resource Guide, 2nd edition, which was cited in this Opinion Release for the following, “Situations involving extortion or duress will not give rise to FCPA liability because a payment made in response to true extortionate demands under imminent threat of physical harm cannot be said to have been made with corrupt intent or for the purpose of obtaining or retaining business.”
          3.   Speed of Decision
A separate note must be made and frankly kudos to the DOJ for the speed in which it handled this most unusual request. As stated in the footnotes, the DOJ received the request on October 19 and 20, 2021. Due to the highly unusual and exigent circumstances, including the risk of imminent harm to the health and well-being of the persons involved, the DOJ provided to the Requestor a preliminary response. Additional information was provided which led to this full Opinion Release.
It is this final piece which caps off the importance of Opinion Release 22-01. Every compliance practitioner should understand that this resource is available to them. I have counseled several companies over the years to use this process and they all declined, not wanting to “open the kimono” and disclose the facts to the DOJ for fear it would result in a FCPA enforcement action. Opinion Release 22-01 shows how being creative as a lawyer can lead to a superior result for your client, especially under the FCPA.

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Compliance Kitchen

Myanmar Business Advisory


In this episode, the Kitchen provides a Myanmar business advisory.

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The Hill Country Podcast

Dr. Mark Woodhull – An MBA Based on Ethics


Welcome to The Hill Country Podcast. The Texas Hill Country is one of the most beautiful places on earth. In this podcast, recent Hill Country resident Tom Fox visits with the people and organizations that make this the most unique areas of Texas. Join Tom as he explores the people, places and their activities of the Texas Hill Country.  In this episode, I visit with Dr. Mark Woodhull, chair of the MBA program at Schreiner University.
Some of the highlights include:

  1. Professional background of Dr. Goodhull.
  2. What brought him to Schreiner University.
  3. How business ethics forms the basis of the Schreiner University MBA.
  4. Why is ethics at the core of business leadership?
  5. The military tradition of Schreiner Institute.
  6. Course curriculum in business schools and MBA programs in 2030 and beyond.

Resources
Schreiner University MBA Program
Profile of Dr. Mark Woodhull

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Great Women in Compliance

A Non-Linear Compliance Life with Amy Landry

Welcome to the Great Women in Compliance Podcast, co-hosted by Lisa Fine and Mary Shirley.

In today’s episode, Lisa talks to Amy Landry, who is one of the original GWICs, and a part of the podcast community since Day 1.  Amy is an External Oversight and Risk Analyst for Vaya Health, and has experience in ethics, compliance and privacy.  She is also someone who has a non-linear career.

Amy spent a lot of her career working with E&C vendors, and when her job was impacted during COVID, she decided that she wanted to move to the in-house side.  She shares how she made that decision, and what steps she took to grow her knowledge base.

Amy is also known for how she has built a great network, and she  has a great network and she talks about how she built and grew it by starting a blog when she was looking for her in-house role and about her experience looking for a job during the pandemic.

We also discuss the intersection of DEI and ethics and compliance, and Amy provides some of the insight she gained as part of the University of South Florida DEI certification program.

The Great Women in Compliance Podcast is on the Compliance Podcast Network with a selection of other Compliance related offerings to listen in to.  If you are enjoying this episode, please rate it on your preferred podcast player to help other likeminded Ethics and Compliance professionals find it.  You can also find the GWIC podcast on Corporate Compliance Insights where Lisa and Mary have a landing page with additional information about them and the story of the podcast.  Corporate Compliance Insights is a much appreciated sponsor and supporter of GWIC, including affiliate organization CCI Press publishing the related book; “Sending the Elevator Back Down, What We’ve Learned from Great Women in Compliance” (CCI Press, 2020).

You can subscribe to the Great Women in Compliance podcast on any podcast player by searching for it and we welcome new subscribers to our podcast.

Join the Great Women in Compliance community on LinkedIn here.

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Compliance Into the Weeds

Mike Volkov on Antitrust Issues in Microsoft Acquisition of Activision Blizzard

Compliance into the Weeds is the only weekly podcast which takes a deep dive into a compliance related topic, literally going into the weeds to more fully explore a subject. This week, Matt and Tom are pleased to host Mike Volkov, host of the Corruption Crime and Compliance podcast on the Compliance Podcast Network. Mike formerly worked in the DOJ, Antitrust Division. We consider the current evolution of antitrust enforcement by the DOJ and FTC and how it might impact the Microsoft acquisition of Activision Blizzard. Some of the issues we consider include:

·      Is the focus of antitrust enforcement changing from consumers to others?

·      What is a Section 2 Sherman Act claim?

·       What are structural v. behavioral remedies?

·      Have partial divestitures fallen out of favor?

·      How might all this play out in the Microsoft acquisition of Activision Blizzard?

·      What is the role of compliance going forward?

Resources
Matt in Radical Compliance
Mike Volkov in  Corruption Crime and Compliance

Categories
Daily Compliance News

February 2, 2022 the NFL Sued Edition

In today’s edition of Daily Compliance News:

  • SEC flags ESG risks for ratings firms. (Reuters)
  • Former Miami coach sues NFL for racial discrimination.  (WSJ)
  • Alberto Salazar was banned for assault. (NYT)
  • International Anti-Corruption Court? (National Post)
Categories
Blog

Compliance Lessons from a Fraudulent Unicorn

With a name like HeadSpin Inc., you would probably expect nothing less than what has transpired over the past few months with the former Silicon Valley darling and unicorn. According to a Securities and Exchange Commission (SEC) Press Release, in August 2021, the SEC sued Manish Lachwani, the company’s former Chief Executive Officer (CEO), stating he “engaged in a fraudulent scheme to propel HeadSpin’s valuation to over $1 billion by falsely inflating the company’s key financial metrics and doctoring its internal sales records.” Lachwani, “controlled all important aspects of HeadSpin’s financials and sales operations, significantly inflated the value of numerous customer deals and fraudulently treated potential deal amounts that he had discussed with customers as if they were guaranteed future payments.” He created fake invoices and altered genuine invoices to make it appear as though customers had been billed higher amounts.
Lesson No. 1 – (with a nod to Elizabeth Holmes) Don’t Be a Fraudulent Unicorn
All of this was done so Lachwani could garner additional investor monies through Series B and Series C funding rounds which would eventually drive the company’s value over the $1 billion mark so it could obtain magical unicorn status. Lachwani is alleged to have enriched himself by selling $2.5 million of his HeadSpin shares in a fundraising round during which he made misrepresentations to an existing HeadSpin investor. All of this brought the attention of the SEC.
Lesson No. 2 – The Most Important Internal Control is Segregation of Duties
 How could Lachwani get away with such shenanigans in an entity allegedly worth over $1 billion? In addition to lying, cheating, creating fraudulent invoices and other forms of creative financing, he abrogated one of the most basic internal controls in compliance (and finance) – segregation of duties (SODs). According to the SEC Complaint (Lachwani Complaint), “Lachwani was able to carry out his fraudulent scheme for years because he controlled and managed all the key aspects of HeadSpin’s financials and sales operations, and he kept HeadSpin employees in those different departments isolated from each other. For instance, virtually all the information provided to HeadSpin’s bookkeeper, including the supporting documentation for claimed revenue amounts, flowed through Lachwani.”
The Lachwani Complaint specifically noted, “Lachwani dictated the inflated revenue numbers each quarter to HeadSpin’s bookkeeper, who recorded those numbers in the company’s financial statements. He frequently sent the numbers without supporting documentation (like contracts and invoices) notwithstanding the bookkeeper’s regular requests for such backup, and he sometimes sent her fake or altered invoices that he had created, including the three fictional invoices related to Customer 2 and a doctored invoice related to Customer 1.”
Lesson No. 3 – Returning the Money to Those Harmed is Very Significant
 All of this played out last week when Lachwani’s former employer HeadSpin settled a SEC enforcement action via a Complaint (HeadSpin Compliant). What relief did the SEC receive? (It is awaiting Court approval.) The SEC asked for “an order permanently enjoining Defendant from directly or indirectly violating Section 10(b) of the Exchange Act”. There was no request for monetary fine, penalty or profit disgorgement. How did HeadSpin achieve this notable goal? Through its remediation efforts.
The two critical remedial steps were to get rid of the corrupt (now former) CEO Lachwani and to repay investors from the Series B and Series C funding rounds. The HeadSpin Complaint stated, “HeadSpin revised its valuation from approximately $1.1 billion down to approximately $300 million. The company also returned approximately 70% of principal to investors in the Series B and C funding rounds through a recapitalization process. The company further offered to return the remaining funds in the form of promissory notes with one percent interest. Approximately 31 investors chose to retain their HeadSpin stock instead of exchanging for promissory notes.”
This is obviously a step more than profit disgorgement. Here the money was returned to those who invested based upon the fraudulent misrepresentations. Additionally, HeadSpin offered to return money to additional investors beyond the Series B and Series C investors.
Lesson No. 4 – Structural Remedial Measures are Critical
Another set of remedial steps were generally described in the SEC Press Release announcing the HeadSpin resolution. The Press Release note, “HeadSpin’s remedial actions also included hiring new senior management, expanding its board, and instituting processes and procedures designed to ensure transparency and accuracy of deal reporting and associated revenues.” This was phrased slightly differently by HeadSpin, who said in their Press Release, “Upon learning of the alleged actions approximately two years ago, the Company immediately replaced its CEO, strengthened its leadership team, appointed an external auditor and implemented numerous financial and internal controls and corporate governance practices.”
What remediation did HeadSpin engage in which persuaded the SEC not to ask for financial penalties? There are several key actions every compliance professional should study.

  1. The Board convened a special committee of independent directors to lead an investigation.
  2. The Board (through its investigation) identified the CEO as the person responsible for the illegal conduct and terminated his employment.
  3. Additionally, the Board removed key senior management, here the Chief Operating Officer (COO), General Counsel (GC) and Controller who, although not responsible for or a part of the illegal conduct, failed to carry out their responsibilities to prevent such wrongdoing.
  4. After this clean sweep, the Board brought in a new management team and retained subject-matter experts to correct prior deficiencies.
  5. The Board added new board members with appropriate subject-matter expertise.
  6. HeadSpin implemented new internal controls and policies and procedures.

Lesson No. 5 – Creative Lawyerin’ in Remediation Can Pay Big Results
There is one more strand that should be considered from the HeadSpin matter. After the Lisa Monaco speech in October, SEC Chair Gary Gensler announced her remarks are “broadly consistent” with his own view of how to deal with corporate offenders. The HeadSpin enforcement action may offer guidance of how the SEC may implement Gensler’s remarks, through providing creative remedial measures, such as repaying those injured directly. The bottom line is that creative lawyerin’ in the form of aggressive remediation, may get you significant cooperation credit leading to a no fine or penalty resolution.
 

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The Compliance Life

Ellen Smith – College & Early Career

The Compliance Life details the journey to and in the role of a Chief Compliance Officer. How does one come to sit in the CCO chair? What are some of the skills a CCO needs to success navigate the compliance waters in any company? What are some of the top challenges CCOs have faced and how did they meet them? These questions and many others will be explored in this new podcast series. Over four episodes each month on The Compliance Life, I visit with one current or former CCO to explore their journey to the CCO chair. This month, my guest is Ellen Smith, who has sat in the chair of a Director of Trade Compliance.

Ellen graduated from Dickinson College in central Pennsylvania in 1989 with a double major in Political Science and International Policy & Management Studies, spending her junior year abroad in Bologna, Italy.  Her first job was  at a family-owned freight forwarding company. After a couple of years, she started night law school in NYC, eventually graduating from John Marshall Law School. Ellen started her family and then moved into the law firm world, starting at a plaintiff’s med mal firm where she learned how to strategically work through a case in a team. Eventually, Ellen switched practice focus back to her trade roots and went to a boutique International Trade firm in Chicago, where she got her feet wet in the International Trade legal space working on many different customs and export issues.

Favorite Adopted Saying “In all due respect…”

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Compliance Kitchen

FinCEN Solicits Comments


The Kitchen discusses the opening of FinCEN Public Comment window on sharing of SARs.

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Innovation in Compliance

A Behavioral Approach to Risk Management with Vera Cherepanova


 
Tom Fox welcomes back Vera Cherepanova on this episode of the Innovation in Compliance Podcast. Vera is an ethics advocate, consultant, author and speaker. She joins Tom to talk about behavioral risks, the steps behavioral scientists take to analyze risk, and strategies from financial institutions that other industries can use.
 

 
Behavioral Risk in The Banking Sector
Behavioral risk is more or less the same across every industry. What is specific to the financial industry however, and banking in particular, is that the individuals work with money. This creates higher risk as the outcomes can be more immediately seen and felt by the customers. 
 
The Regulator’s Role
“The regulator has a very limited role in mandating culture because no regulator can mandate what kind of a culture and organization needs to have,” Vera begins. The compliance regulator can mandate what the culture is, but how that corporate culture is going to be in reality will not be up to them. Speaking specifically of the UK and the Netherlands, Vera expresses that the regulators in these regions have played a largely educational role in the business industries. She gives Tom a few examples of the events the regulators have done in these regions.
 
Assessing Behavioural Risk
Tom asks Vera to talk about some of the practical steps behavioral scientists take when analyzing behavioral risk. Vera cautions that the first thing to understand when applying behavioral science is that interventions don’t always work. The first thing that scientists do is assess risk using a method called ethnography. They want to understand what is really happening inside organizational teams. They focus on subcultures, and then compare that against what is written in policies and regulations. Holistic cultural assessments aren’t done as behavioral scientists concentrate on specific teams. Surveys are also only used to categorize the data the scientists have collected, and to generalize some of their observations. 
 
Strategies To Emulate
The methods financial institutions use to conduct audits are accessible for any industry. Looking into behavioral risk on top of a risk management framework is one concept that can be emulated across industries, as well as using subculture audits. These skills will be modified for each industry but Vera remarks that the basic concepts will be the same across the board.
 
Resources
Vera Cherepanova | LinkedIn 
Studio Etica
European Banks Are Behavioral Risk Pioneers. No, Really