Ultimately, culture determines where compliance sits within an
organisation. In the right culture, it’s involved early and seen as a trusted partner in decision making. Without that culture,
compliance is usually introduced later in the process, taking on a more reactive protective role. Te difference isn’t the rules themselves, but how people choose to work with them.
As regulatory expectations tighten, what role does leadership play in preventing compliance teams from becoming overstretched or reactive?
As regulatory expectations continue to tighten, leadership plays an important role in whether compliance teams are able to stay ahead of the curve or find themselves constantly reacting. A big part of that comes down to prioritisation and resourcing. When compliance is recognised as a core part of running a sustainable business (rather than just a regulatory requirement), it becomes easier to plan properly, invest at the right level and be realistic about what can be delivered.
Leadership also influences how and when compliance is engaged. When teams are brought into discussions early, there’s far less need for last‑minute firefighting. Risks can be considered calmly and
CAROLINE NEWMAN Director of Compliance Te Pools
managed proactively, rather than under pressure once decisions are already underway. Creating an environment where compliance teams feel they can raise concerns and challenge constructively, without worrying about how it will be perceived, helps teams stay focused and sustainable.
As a compliance leader, I actively encourage the team at Te Pools to be agile. While agility isn’t something traditionally associated with compliance, it’s increasingly important in balancing regulatory expectations with the pace of the business. Working collaboratively across teams, having open conversations, and taking the time to understand different perspectives helps ensure compliance feels supported and connected, rather than operating in isolation.
Day to day, it’s about how the team works together. I focus on making the most of individual strengths, while also encouraging people to
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