Answer the three questions prosecutors ask

We test your compliance program against the DOJ's guidance, at a scale that fits a mid-size company.

Part of
Ethics & Governance Assessments
Runs as
4 stages, from collect to report
You receive
5 deliverables, listed below
Pricing
Quoted after a scoping call

Programs grow by accretion, not design

A mid-size company's compliance program is usually a collection. A code adopted at Series A, a hotline added after an incident, annual training bought from a catalog, a sanctions screen the bank asked for. Each piece answered a need at the time. Nobody has asked whether they fit together, whether they address the company's actual risks, or whether they work.

That is the question the Department of Justice asks when it evaluates a company's program in deciding how to resolve a case, and its guidance is public. The September 2024 version of the Evaluation of Corporate Compliance Programs frames it as three questions. Is the program well designed? Is it applied earnestly and in good faith, with the resources and authority to work? Does it work in practice? This evaluation answers them before anyone else has to.

Engraving of an emergency glass case holding binders instead of an extinguisher, a magenta hammer chained beside it.
Does it work when the glass breaks?

Design, resources and results, each tested

  • Risk assessment

    Whether the program rests on a current, data-informed risk assessment, and whether resources follow the risks it identifies.
  • Policies, training and communication

    Whether policies are accessible and used, and whether training reaches the people who face each risk, with evidence that it changes behavior.
  • Reporting and investigation

    How reports are received, triaged, investigated and closed, and whether the company protects reporters and learns from its cases.
  • Third parties and transactions

    Due diligence on agents, distributors and vendors, and compliance input into acquisitions and their integration.
  • Resources, authority and incentives

    Compliance staffing, reporting lines to the board, access to data, and whether compensation rewards good conduct and penalizes misconduct.
  • Testing, data and AI

    Whether the company tests its own controls, uses its own data to spot misconduct, and manages the risks of the AI tools it deploys.

A scored evaluation with ranked gaps

DeliverableWhat it isWhen
Evaluation matrixEach topic in the DOJ guidance scored as in place, partial or absent, with the evidence behind every scoreWeek 3
Data access findingsWhether compliance can reach the data it needs, with sample analyses run on your own recordsWeek 3
Gap registerGaps ranked by consequence, each with a proportionate fix sized to your companyWeek 4
Board reportPlain-language summary for the board or audit committee that answers each of the three questionsWeek 4
Twelve-month roadmapSequenced plan with owners, separating quick fixes from changes that need budget or hiresWeek 4

Documents, interviews, data, then answers

  1. Week 1

    Collect

    We gather policies, training records, hotline data, investigation files, risk assessments and board materials.

  2. Weeks 1 to 2

    Interview

    We speak with the compliance lead, CFO, general counsel, HR, and a sample of managers and staff in higher-risk roles.

  3. Weeks 2 to 3

    Test

    We trace a sample of reports and third-party approvals end to end, and run targeted data tests on payments and expenses.

  4. Week 4

    Report

    We score the program against each question, rank the gaps and present a roadmap to management and the board.

Records and interviews we will request

  • Code of conduct, compliance policies, and training content with completion records
  • Hotline and case data for the past three years, anonymized where needed
  • Third-party due diligence files and the most recent risk assessment
  • Board and committee minutes that cover compliance
  • Interviews with compliance, finance, legal, HR and staff in higher-risk roles
  • Read-only access or exports for targeted data tests

Is this the right fit?

A good fit

  • Mid-size companies with a compliance program assembled over time
  • Companies with international sales, agents or government customers
  • Private-equity owners assessing a portfolio company before or after acquisition
  • Boards that want an independent view before a listing, refinancing or sale

Not the right fit

  • Companies under active government investigation; your counsel should direct any review
  • Organizations seeking a legal opinion on compliance with a specific law

Each question becomes evidence tests

Each of DOJ's three questions turns into a set of tests we can answer with evidence rather than opinion.

Design starts from real risks

We check that the program begins with a risk assessment, that policies address the risks it found, and that a buyer in procurement and a sales lead in a new market receive different training. A program designed for generic risks scores as partial, however complete it looks on paper.

Resources and authority are measurable

We look at who runs compliance, how much of their time it takes, whom they report to and whether they can reach the board without passing through management. We also check whether compliance can get at the data it needs, which the guidance asks about directly.

Practice is where documents end

We trace real reports from intake to closure, test whether third-party approvals followed the due diligence policy, and run data tests on payments, expenses and vendor records. A program that works leaves evidence: reports investigated and closed, lessons fed back into controls, discipline applied consistently at every level.

Proportionate means right-sized answers

Scaling the guidance means keeping every question and adjusting the answer. A 300-person company selling to domestic customers might need a part-time compliance lead, an annual risk assessment, a code and a hotline it actually tests, and a quarterly report to the audit committee. Add distributors in higher-risk markets and the answer grows to third-party due diligence and payment monitoring. The evaluation tells you which answer fits your risk, and our fraud risk assessment can fill the risk-assessment gap if there is one.

Self-disclosure starts with detection

DOJ's department-wide Corporate Enforcement Policy rewards companies that find problems and report them first. Under the Corporate Whistleblower Awards Pilot exception, a company must self-disclose as soon as reasonably practicable, and no later than 120 days after an internal report, to stay eligible. Both depend on a program that detects and escalates quickly. The evaluation checks the path from a report to a decision: who learns of a serious allegation, how quickly counsel is involved, and who has authority to decide on disclosure. If that path runs through the person most likely to be implicated, it is the first fix. For how the incentives work, see the 2026 enforcement policy explainer.

What people ask before hiring us

We are not under investigation. Why use DOJ's guidance?

Because it is among the most detailed public descriptions of what an effective program looks like, and a reasonable reference for lenders, acquirers and boards as well. Using it now also means the groundwork exists if the company ever has to describe its program to the Department.

How do you scale the guidance for a company our size?

The guidance says prosecutors make an individualized assessment that takes account of a company's size, industry, footprint and risk profile, rather than applying a rigid formula. We keep every question and size the answer. A 200-person company may need a part-time compliance lead with a direct line to the audit committee, not a department.

Does the 2026 Corporate Enforcement Policy matter here?

Yes. The department-wide policy of March 2026 sets a presumption of declination for companies that voluntarily self-disclose, cooperate and remediate, and a 50 to 75% reduction for near-miss disclosures. A program that detects problems early is what makes self-disclosure possible.

Will you look at our use of AI?

Yes. The September 2024 guidance asks how companies assess and manage risks from AI and other new technology, including in their own compliance work. We inventory the AI tools in use and check whether controls and human review match the risk.

Also in Ethics & Governance Assessments

Find out whether your culture, compliance program and board practice work as described, with evidence drawn from surveys, interviews and the ledger itself.

  • Ethics & Culture Assessment

    A six-to-eight-week assessment that measures what employees believe about integrity at work and compares it with what overrides, exceptions and speak-up records show.

  • Board & Governance Review

    A three-to-four-week diagnostic of who holds authority, how conflicts and related parties are handled, what the board reads and how its decisions are recorded.

Related work and reading

  • Fraud Risk Assessment

    A four-week diagnostic that identifies how fraud could happen in your business, scores each scheme, maps it to the controls that should stop it, and tests the riskiest ones against your data.

  • Code of Conduct & Speak-Up Programs

    An eight-to-twelve-week project that redesigns your code of conduct and builds the reporting channel, triage, investigation protocol and anti-retaliation process behind it.

  • AI Governance for Finance

    An inventory of every AI tool and agent touching finance, a usable AI policy, and controls that treat agents as users, mapped to COSO's 2026 guidance, NIST AI RMF and ISO/IEC 42001.

Tell us what you are seeing

A first conversation is a scoping call: what worries you, what you need to show, and to whom. You leave it with a view on where to start, whether or not you hire us.

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