Bill Waite | Contributing Editor
Bill Waite is a contributing editor of the FCPA Blog.
He’s one of the founders of The Risk Advisory Group, established in 1997 with the objective of building Europe’s leading independent risk management consultancy. He now serves as a non-executive director of the The Risk Advisory Group.
He formerly practiced as a criminal barrister before joining the U.K. Serious Fraud Office in 1991 as a prosecutor.
Bill sits on the editorial board of a number of academic periodicals and writes on the FCPA, the Bribery Act, crisis management, and fraud investigations. He edited and contributed to the book Managing Risk and Resolving Crisis, published by the Financial Times. He’s a regular speaker in Europe and the United States and often appears as an expert commentator on the BBC, CNBC, and various radio programs.
He’s a member of the Bar of England and Wales and holds an LLM and LLB.
I do not like criticizing the UK Serious Fraud Office. Its staff are exceptionally committed, and it has a very tough mandate. But my experience
In the prior post and this one, I’m looking at big events and trends since the FCPA Blog started publishing 11 years ago, and their impact on corruption, enforcement, and compliance.
In 2007 Dick Cassin had the idea of starting the FCPA Blog. His mission: “to help compliance professionals and others everywhere understand how corruption happens, what it does to people and institutions, and how anti-corruption laws and compliance programs work.”
During parliamentary questions in December 2016, Amber Rudd, the Home Secretary, announced that “The Cabinet Office will look at the UK’s response to economic crime more broadly” including the role and effectiveness of the Serious Fraud Office.
In December 2016, Risk Advisory hosted a dinner in Washington, DC, at which the Director of the Serious Fraud Office, David Green, kindly agreed to engage in a conversation with me.
Fears of an economic slowdown and the future of Europe are the main issues keeping global compliance professionals awake at night. Those are the findings of research that we conducted across the industry in late October.
A good friend of mine who ended his career as a very senior police officer once gave me an excellent piece of advice. He told me that anyone can manage an organization when things are going well — it is when things become difficult that true leaders emerge.
I have not had sight of the TRACE reports into Unaoil but no doubt in time they will become public. I am confident that TRACE did what it was contracted to do and exercised skill and care in so doing. It is a professional organization.