Sign In

Jisha Dymond

Chief Ethics & Compliance Officer @OneTrust | Ethics.onetrust.com

Jisha Dymond is the Chief Ethics and Compliance Officer (CECO) and Head of the Ethics Center of Excellence at OneTrust.27 In her role as CECO, Dymond oversees OneTrust's ethics, compliance, privacy, regulatory intelligence, and ESG teams.45 She ensures the company adheres to regulatory requirements and aligns with its core values.4 Dymond also co-leads OneTrust's AI governance program, focusing on AI policy development, ethical decision-making, and training.4

Dymond announced her move to OneTrust on LinkedIn, stating her desire to work for a company that directly impacts people's lives and culture.1 At OneTrust, she heads the firm’s internal ethics and compliance team and reports to Kim Rivera, the company’s chief legal and business affairs officer.1 Dymond emphasizes the importance of ethics and compliance in enabling employees to act with integrity and drive responsible innovation.1

Before joining OneTrust, Dymond led Twitter's regulatory compliance and risk team.1 She also held in-house legal, compliance, and risk roles at Sculptor Capital and JPMorgan.1 Earlier in her career, Dymond spent a decade as an attorney at Genova Burns, advising companies on compliance and risk matters.1 She holds a law degree from New York Law School and a bachelor’s degree from DePaul University.1

OneTrust is a software platform that connects privacy, GRC, ethics, ESG teams, data, and processes to help customers build trust.1 Dymond appeared in a OneTrust on-demand webinar with Laetitia Hoffmann of Dow Jones Risk & Compliance about third-party due diligence.3 OneTrust's mission is to enable the responsible use of data and AI.46

Highlights

Aug 23 · linkedin

Whatever your political views, this is the power of seeing yourself in someone and dreaming big.

🎩 NY Times

Aug 21 · linkedin

In trying to create efficiency for our org, I’ve been thinking about the Pareto principle which is that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect. It’s an important concept to understand because helps you identify which initiatives to prioritize so you can make the most impact. And it got me thinking about conflicts of interest. The vast majority are low risk, and a small minority is medium to high risk. How do I create efficiency?

I come from a highly regulated field where conflicts of interest are a major focus of the SEC. In the investment adviser world the interesting conflicts lie in cross-trades, board memberships in portfolio companies, and significant personal investments. And by interesting I mean high-risk.

But in unregulated industries, most conflicts tend to be low risk. An employee wants to start a blog, or have an antiques business on the side (when your organization is a tech company), or they want to join the board of directors of a non profit. The medium to high risk conflicts - your CFO wants to invest significantly in a company that is very close to what your company does - these are rarer.

How do you make sure your team is not applying the same analysis on all conflicts? And of the time they spend on conflicts, spending most their time on the high risk conflicts. Fancy principles aside, what we’re really talking about is a risk-based approach to conflicts.

It’s all in the intake, and the subsequent workflows. You intake in a way that allows you to assign an initial risk to the potential conflict. Low risk conflicts - quick workflow. High risk conflicts - a longer workflow. So what are examples of low risk conflicts?

  • Buying shares in a public company? Low risk, the market caps are so high (assumption here is non-highly regulated industry. Yes, I know in asset management this would not be the case)

  • Less than 1% interest in a private company that’s not a competitor. Low risk.

  • Side gig that’s not in your industry. Low risk.

  • Volunteering or joining the board of a non-profit that doesn’t interact with your company. Low risk.

Once you have an intake that asks the right questions to draw out these factors (the hardest part), then you set up an appropriate workflow. Low risk requires only the employee’s manager’s approval or even auto approval. Higher risk may require the CECO’s, legal’s or the business’s approval.

The goal is to implement a risk-based approach to conflicts of interest, optimizing both our processes and our focus. Whether using advanced tools or simple email systems, the key is to prioritize effectively, improve overall efficiency, and allow for scale.

#Efficiency #RiskManagement #ConflictOfInterest #ParetoPrinciple #OrganizationalGrowth

Related Questions

What are Jisha Dymond's main responsibilities at OneTrust?
How did Jisha Dymond's role at Twitter prepare her for her position at OneTrust?
What is the Ethics & Compliance Cloud that OneTrust launched?
How does OneTrust's approach to ethics and compliance differ from other companies?
What are some key trends in ethics and compliance that Jisha Dymond has identified?
Jisha Dymond
Jisha Dymond, photo 1
Jisha Dymond, photo 2
Add to my network

Location

New York City Metropolitan Area