Join us for a panel discussion bringing together risk and compliance experts with important perspectives to share. These experts have served both in law firm and client leadership roles—being on both sides of the risk equation.

Speakers will provide perspectives  and share stories exploring:

  • How they think about their roles and their approaches to them
  • What they consider when evaluating capital “R” big risk concepts and lower case “r” risk issues immediately on their desks
  • Managing conflicts complexities (ethical, business, positional, PR and others)
  • How they balance competing constraints (e.g. any rule ambiguity, client demands, business, and relationship pressures.)
  • How operation risk teams can organize and execute to better support firm management and clients (distributed versus centralized models)
  • How operation risk teams can make the internal case to advocate for internal investment, change, and evolution to push state of the art conflicts/risk management forward

We’ll also open the floor to attendees for Q&A.



  • Operational risk leaders and staff and law firms
  • Director-level intake/conflicts/Enhanced Due Diligence (AML/KYC/Compliance) and the staff working for them
  • Law firm risk leaders
  • Operational risk management and staff (intake, conflicts, AML/KYC/Compliance)


  • Michael Misiewicz, Vice President and Assistant General Counsel, Global Head of Legal Ethics & Professional Responsibility at JPMorgan Chase & Co.
  • Mike Madden, Senior Business Consultant, EMEA Group at Wilson Allen
  • Patrice Kennard, Senior Risk Consultant, Business of Law Group at Wilson Allen


  • Dan Bressler, Moderator/Interviewer – CEO at Meridius LLC and Publisher of Bressler Risk Blog


Exploring the Mindset of the “Risk Reviewers”

  • How firm management and client leaders consider the policies, practices, and priorities of law firms

Considering Conflicts Complexities

  • Ethical conflicts
  • Business conflicts
  • Positional / PR
  • Fuzzy scenarios (e.g., arbitration, jurisdictional considerations across international firms, bankruptcy)

Moving to More Mature Models (of Staffing)

  • Why centralization matters
  • The risk of ad hoc / distributed approaches

Making the Case for Investment and Change

  • How to communicate with management
  • Where to prioritize
  • How to take advantage of the experience of peers, experts, and these client voices

Q&A / Discussion