Owning Compliance: a conversation with Lauren Ingegneri

Sarai Schubert, Chief Operations Officer at IPRO interviews Lauren Ingegneri taking a deep dive into compliance.

As the current VP of Legal at Corza Medical, Lauren recently added on the additional responsibility of Chief Compliance Officer. With a background in intellectual property and years of experience with tech and medical device companies, compliance has been something she has focused on and has significant expertise in creating a culture of compliance.

Watch here or read the discussion below.

Sarai: Hi Lauren, Thanks so much for joining me today. You mentioned that recently. You started taking over compliance, obviously being someone who's running and managing legal ops and then all of a sudden really reaching into compliance. Can you talk a little about that?

Lauren: Yeah, absolutely. My initial practice area wasn't intellectual property. So IP obviously is a huge issue, and I'm very thankful to have that background. But as I've grown and progressed at medical device and software companies, compliance has always been at the forefront, even when I wasn't traditionally in charge of it or leading the team. Compliance was always something that I was looking at in terms of, state compliance and regulatory compliance.

Those responsibilities have been a natural transition for me as someone who's been focused more on the operational side and risk management to understand what compliance should look like. Not only building out policies and putting them in place to support compliance. But then, how we also assess and audit how we're doing with compliance and what changes can we make as we grow and evolve to continue to remain in compliance and show that we're an organization that focuses on ethics and integrity. And that we really stand behind that.

Sarai: Can you expand on that? What were your main priorities?

Lauren: The biggest focus must be on practices, procedures, and educating folks on what the policies are. Then give them the tools to enable them to do their job. I'm close with the business team. I understand what their process is so I can advise on ways to automate and prioritize initiatives. Specifically how data is stored and the way that we manage a candidate.

That has an impact. And I can only do that from an in-house position. I've been outside counsel and it's really hard to know who the players are and who the stakeholders are. And this is how business is done, and this is where I can add value to that process.

Sarai: So definitely your partnership with HR. Your partnership or understanding of the business and your partnership with IT have to be very, very much close.?

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