WilliamDevineEsquire    

 

 

 

E X P E R T I S E

 

 

Recognize the Regulatory Vacuum

 

 RocketSpace #1/3

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LAW PRACTICE 

REGULATORY RISK MODEL
 

 

R E S O U R C E S

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Regulatory Risk Model

 

 

 

T W O  R E G U L A T O R Y  R O A D S

 

 
       Destined for Regret     
Emerging as a Leader
            
 
  First:
 

One company

  • Mistakes regulatory vacuum for regulatory approval

 

  • Overlooks society’s possible need to regulate the services company provides

 

  • Dismisses opportunity to engage with regulators to cultivate fresh thinking about that possible need
 

One company

 

  • Sees that regulatory ineffectiveness in education may undercut company’s ability to attract educated employees and customers to fuel growth

 

  • Develops free coding curriculum and distributes it to be taught in more than 30 US community colleges
 
       
 
  Then:
 
  • Class action lawsuits filed against company in six states

 

  • Orders to cease operations issued to company by attorney generals in multiple states

 

  • Company pays multiple seven-figure fines
 
  • Company hailed by one mayor as "...a force multiplier in the community's ongoing efforts to lift 10,000 out of poverty and into good jobs..."
 
       
 
Meanwhile:
 
  • Company web site claims, “We’re the leader [in the industry]...”
 
  • Program expands to include more than 20 universities outside US

 

  • Australian university president notes, “These are the sort of skills Australians need for the jobs of the future.” 

 

  • Company posts record 4th quarter revenue

 

 

 

O N E  U N I Q U E  V O I C E

 

Clients say the WDE regulatory risk model illuminates risks and opportunities that others overlook.  They say the model triggers steps that strengthen four dimensions of company strategy

 

 
  • improve economic results
  • limit regulatory confrontation
  • strengthen enterprise impact
  • emerge as a global leader

 

The model incorporates licensing, compliance, thought partnership, legislative advocacy and economic leadership.

 

It is complemented by a blend of legal strategy, advocacy and transactional expertise that clients call "meticulous," "creative" and "invaluable." 

 

The model is also the pro-active, low-cost alternative to hiring high-priced litigators for regulatory showdowns that are embarrassing, expensive and avoidable. 

 

The model targets start-ups and multi-nationals working in fintech, peer-to-peer commerce, autonomous vehicle tech and other regulatory environments that are undeveloped, unattended or unsettled

 

 

 

M O D E L  F E A T U R E S

 

The economy presents global innovators with windows of opportunity that, while open at the moment, will not stay that way forever.

 

Practical

 

Each WDE regulatory risk model helps the client take practical steps toward capitalizing on those windows of opportunity:

 

  • Avoid financial, reputational and growth pitfalls of existing regulatory and contractual obligations.

 

  • Avoid pitfalls of possible future increase/decrease in regulatory obligations.

 

  • Anticipate and sidestep market risks presented by regulatory beneficiaries—i.e., those who could vote with their dollars, their feet, or their ballots.

 

  • Sharpen values needed to make wise choices on crucial decisions, including litigation strategy and dispute resolution negotiations.

 

  • Articulate competitive advantage more boldly.

  

  • Strengthen market reputationwith customers, employees, investors, regulators, mediaas a builder and leader of the global economy.

 

  • Improve existing revenue streams, based on a stronger connection to customers.

 

  • Create new revenue streams, based on a stronger connection to customers.

 

  • Negotiate financing and licensing deals more effectively.

 

  • Improve employee performance by strengthening leadership practices.

 

  • Give Board a contemporary tool for navigating the current economy.

 

Meticulous

 

The model incorporates regulatory, compliance, privacy, intellectual property and governance matters, as well as operations, finance and employment matters.

 

Sui generis

 

Each model is built to complement both the enterprise's current risk minimization process and its current value creation strategy.

 

Each model articulates the legal and regulatory risks likely to be encounterd in the target market, plus value creation and leadership opportunities that accompany those risks.

 

Each model articulates the risks and opportunities that could arise from radical change in the target market's legal and regulatory terrain.

 

 

 

N E X T  S T E P:  V A L U E  I N  A D V A N C E

 

 

Email info@wdesquire.com to receive the brochure on the architecture and value of a WDE regulatory risk model.

     
 

Call 650-964-2400 to set up a free discussion on how your company will benefit from a WDE regulatory risk model. 

     
 

Call 650-964-2400 to arrange a presentation of the newest WDE program

     

Building Your Company amid Regulatory Turmoil: 

Seven Keys to Multi-jurisdiction Operations & Global Economic Leadership

 

Learn more on Programs/Regulatory Risk

 

 

 

M O R E  I N K

 

 

A Post-Regulatory Recipe for Economic Leadership

Inside Compliance | Loyola University Chicago School of Law

 

At a time when many corporate leaders focus on the perils of overregulation, the greatest regulatory risk an enterprise confronts may not be high compliance hurdles, but rather the possibility that regulators can’t keep the economy functioning well enough for the enterprise to do its most commercially inventive and societally valued work...

 

 

 

L A T E S T  P R O J E C T S

 

Create multi-state Regulatory Risk Model for fintech enterprise considering different approaches to unsettled regulatory environment for digital currency. 

 

Create fifty-state Regulatory Risk Model for European daily fantasy sports enterprise considering entry into North American market.

 

Create Regulatory Risk Model for global social + emotional learning education enterprise.

 

 

 

G O V E R N A N C E   P E R S P E C T I V E

 

"Today's ideals may become tomorrow's minimum standards for avoiding a charge of director negligence."

      William M. McKenzie

 

 

 

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650-964-2400

 

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