Compliance isn’t a one-person show, but many new CCOs act like it is, focusing intensely on perfect policies while neglecting the human side of building trust and securing buy-in. MirrorWeb’s Jamie Hoyle outlines how new chief compliance officers can avoid being perceived as the “department of no,” advising leaders to use their first 30 days for deep immersion in how work actually gets done rather than immediate action, frame compliance as partnership that enables business rather than policing and conduct candid technology assessments to understand gaps before being forced into reactive decisions.
Beginning in a new chief compliance officer role is like being handed the keys to a complex machine that’s already running at full speed but possibly in the wrong direction. You need to understand how every part works, identify what needs fixing and correct course, all while keeping the engine running smoothly and ensuring it passes inspection. The learning curve is steep, the pressure is immediate, and one misstep can undermine months of relationship-building.
Your first 90 days don’t just set the foundation for your compliance program; they determine how your entire organization perceives the role of compliance itself. Move too fast, too rigidly or without the right context, and you risk being seen as the “department of no” before you’ve even had a chance to prove otherwise.
Through candid conversations with seasoned CCOs across different firm types — from small advisory practices to large growth equity firms — I have seen five critical pitfalls that repeatedly trip up new compliance leaders.
Racing to make changes without understanding the business
The temptation to hit the ground running is understandable. You’ve been brought in to strengthen compliance, so surely that means immediate action, right? Wrong. The biggest mistake new CCOs make is launching into audits, policy overhauls or system changes before truly understanding how the business operates. Every firm has its own communication flows, cultural nuances and unspoken protocols. Rush in without grasping these fundamentals, and you’ll create confusion, resistance and potentially bigger problems than what you started with.
Slow down and listen. Use your first 30 days for deep immersion, not just in policies and procedures but in understanding how work actually gets done, who the key stakeholders are and what the cultural expectations around compliance currently look like.
Treating compliance as a solo mission
Compliance isn’t a one-person show, but many new CCOs act like it is. They focus intensely on writing perfect policies or implementing flawless systems while neglecting the human side of the equation, building trust with colleagues and securing champions among leadership. This alienation leads to compliance becoming a department people tolerate rather than one they actively support. Without internal buy-in, even the most sophisticated compliance framework will fail when it matters most.
Frame compliance as partnership, not policing. Early wins come from demonstrating that you’re there to enable the business. As one CCO put it: “It always circles back to this: taking care of our clients.” When people understand that compliance serves that shared mission, resistance melts away.
Assuming what worked before will work again
Every firm is different, and what made you successful in your last role may not translate to your new environment. Overreliance on precedent can blind you to emerging risks, unique cultural dynamics or industry-specific challenges that require fresh approaches. As a function, compliance must continuously adjust to regulatory, technological and behavioral shifts. Bringing rigid assumptions to a dynamic scenario is a recipe for missed risks and missed opportunities.
Stay agile and question your assumptions. Yes, your experience matters, but approach each new environment with genuine curiosity about what makes this particular organization tick. The best compliance strategies are always bespoke, never copy-and-paste.
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Read moreDetailsUnderestimating your technology gaps
Many new CCOs postpone a thorough technology assessment, either because they’re overwhelmed with other priorities or they assume the existing systems are “good enough.” The reality is that in many industries, the technology stack directly affects your ability to identify risks, respond to regulatory requests and scale your oversight as the firm grows.
During your first 30 days, conduct a candid assessment of your current compliance technology. Where are the gaps? What’s causing friction for your team? What keeps you up at night? Talk to peers, attend a webinar or two, understand what options exist before you’re forced into rushed decisions. Then prioritise accordingly. Not everything needs fixing immediately, but you need to know what’s on the critical path versus what can wait.
Swinging too far toward either extreme
Many new CCOs fall into a common trap: sliding too far in one of two directions — implementing overly rigid controls that stifle productivity or maintaining lax policies that create regulatory exposure. Both approaches undermine long-term compliance success. The most effective compliance leaders recognize that oversight and usability aren’t mutually exclusive. You can maintain strong controls while preserving employee wellbeing and business efficiency. In fact, you should.
Strike a thoughtful balance from the start. Remember that compliance serves the business, not the other way around. The goal is enabling sustainable growth while managing risk, not creating a culture of fear or frustration.
The path forward
These pitfalls are avoidable. The CCOs who elude them share common traits: they listen before acting, they build bridges instead of walls, they adapt their approach to fit their environment, they invest in the right tools, and they maintain perspective about what compliance should ultimately achieve. Most importantly, they understand that compliance leadership is about cultural transformation, not just policy implementation. Your first 90 days are your opportunity to set that tone and build the foundation for everything that follows.
Jamie Hoyle is vice president of product for MirrorWeb, a provider of communications archiving and supervision software. 
