Clarify your role
Distinguish your decisions from responsibilities held by other leaders and specialists.
FACE TO FACE · BOARD & C-SUITE
Compliance in Deals & Third-Party Decisions
Use risk findings to shape deal decisions and post-approval action. A face-to-face workshop with facilitated discussion and a realistic leadership scenario.
6 connected modules1 leadership scenario1 leadership output
IS THIS FOR ME?
Designed for your seat at the table.
C-suite, strategy, finance and procurement leaders.
How we tailor the session
Before delivery, we agree the audience, governance structure, sector and jurisdiction. Relevant organizational materials can inform the discussion through an agreed secure process. Legal responsibilities are reviewed with appropriate local advice.
WHAT YOU WILL TAKE AWAY
Turn discussion into leadership action.
Challenge the evidence
Use the programme’s questions to expose assumptions and unresolved issues.
Practise judgment
Discuss options and consequences in a facilitated scenario.
Leave with an output
A transaction decision-gate and integration outline.
THE FULL PROGRAMME
Six connected conversations.
Open each module to explore the discussion.
01Identify decision-relevant exposure
Acquisitions, partners and intermediaries.
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Identify decision-relevant exposure
Acquisitions, partners and intermediaries.
Discussion focus
- Acquisitions, partners and intermediaries.
- Risk signals that change the deal discussion.
At the table: Discuss how acquisitions, partners and intermediaries affects the scenario, identify the evidence you would request and agree who should act.
02Challenge due-diligence scope
Evidence quality and unanswered questions.
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Challenge due-diligence scope
Evidence quality and unanswered questions.
Discussion focus
- Evidence quality and unanswered questions.
- Specialist advice and access limitations.
At the table: Discuss how evidence quality and unanswered questions affects the scenario, identify the evidence you would request and agree who should act.
03Translate findings into options
Conditions, redesign, delay or withdrawal.
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Translate findings into options
Conditions, redesign, delay or withdrawal.
Discussion focus
- Conditions, redesign, delay or withdrawal.
- Avoiding approval based on unsupported assumptions.
At the table: Discuss how conditions, redesign, delay or withdrawal affects the scenario, identify the evidence you would request and agree who should act.
04Assign post-deal accountability
Integration priorities and business owners.
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Assign post-deal accountability
Integration priorities and business owners.
Discussion focus
- Integration priorities and business owners.
- Resources and deadlines.
At the table: Discuss how integration priorities and business owners affects the scenario, identify the evidence you would request and agree who should act.
05Monitor changing risk
New facts after approval.
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Monitor changing risk
New facts after approval.
Discussion focus
- New facts after approval.
- Triggers for escalation or reassessment.
At the table: Discuss how new facts after approval affects the scenario, identify the evidence you would request and agree who should act.
06Rehearse the acquisition decision
Weigh the unresolved concerns.
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Rehearse the acquisition decision
Weigh the unresolved concerns.
Discussion focus
- Weigh the unresolved concerns.
- Set decision gates and integration priorities.
At the table: Discuss how weigh the unresolved concerns affects the scenario, identify the evidence you would request and agree who should act.
The agenda is tailored before delivery. Duration, venue, facilitation arrangements and fees are agreed with your organization.
FACILITATED SCENARIO · FICTIONAL
A decision worth rehearsing.
A proposed acquisition has strong earnings but incomplete third-party records and unresolved misconduct concerns.
Your challenge: distinguish the known facts from assumptions, challenge the options and agree an accountable next step.
What evidence is missing, and whose perspective is absent?
What can be decided now, and what requires further review?
Who owns the action, and when will you test progress?
YOUR PRACTICAL TAKEAWAY
A transaction decision-gate and integration outline.
Develop a working draft through the session, then refine it for your organization’s governance arrangements.
What the output captures
- Key questions and evidence gaps from the scenario.
- Decisions, responsibilities and escalation points.
- Actions to adapt and review after the workshop.
DELIVERY AND COMPLETION
Face to face. Focused on judgment.
Prepare
Agree objectives and participant roles. Receive a concise briefing and tailored agenda before the session.
Discuss and rehearse
Work through facilitated challenges and scenarios. Separate board and executive sessions can be combined with a joint discussion where appropriate.
Apply and follow through
Leave with a working output and agreed next actions. This programme can stand alone or contribute to the complete Academy pathway.
Explore the complete pathway →Certificate arrangements
A Compliance House completion record identifies the programme attended. The proposed full Strategic Compliance Leadership certificate covers all 12 programmes and a facilitated capstone. Participation and completion criteria are agreed before enrolment; it is not an externally accredited qualification, professional licence or assurance of compliance.
YOUR NEXT STEP
Make this learning relevant to your work.
Discuss a tailored face-to-face session for your board, committee or executive team. We will confirm suitability, duration, delivery format, assessment arrangements and fees before you commit.