I've spent enough time in the business community to know there

Host: The room feels reflective, as Jack and Jeeny sit across from each other, contemplating the deeper meaning of Chris Gabrieli’s words. The quote speaks to the dynamics between regulators and businesses, and how the approach taken by those in positions of power can significantly affect the outcomes of compliance and cooperation.

Jack: “Chris Gabrieli said, ‘I’ve spent enough time in the business community to know there are certain regulators who are very constructive in their approach - those who enforce the laws and who actually want to help you comply - and there are others who have a prosecutorial attitude.’” He repeats the words thoughtfully, a slight frown forming as he considers the implications. “It’s interesting, isn’t it? The contrast between those who want to help you follow the rules and those who treat compliance as something to punish. It seems like the approach a regulator takes really influences how businesses interact with them.” He looks at Jeeny, curious. “What do you think? Do you think regulators can truly play a constructive role, or do they mostly feel like an obstacle?”

Jeeny: “I think it really depends on the mindset of the regulator. A constructive regulator can be a valuable resource for businesses because they’re not just focused on enforcement; they’re focused on making sure businesses succeed while staying within legal boundaries. That approach creates an environment of cooperation, where businesses feel supported in their compliance efforts rather than threatened.” Her voice is calm, full of a deep understanding of the role regulators can play. “On the other hand, a prosecutor-like attitude can lead to fear, resistance, and even mistakes, because businesses start focusing more on avoiding punishment than on improving their processes. It can create an adversarial relationship, which is counterproductive to the goal of compliance.”

Jack: “So, in a way, it’s about balance. Regulators should be enforcers, but also educators, right? They should help businesses understand how to comply, rather than just handing out penalties when things go wrong.” His voice is reflective, as he considers the dynamics between authority and support. “It seems like the more constructive regulators are the ones who see their role as helping businesses succeed in compliance, not just finding reasons to penalize them.”

Jeeny: “Exactly. A constructive approach builds trust. When businesses feel that regulators are working with them, not against them, they’re more likely to follow the rules and improve their operations. Compliance doesn’t have to feel like a battle if regulators take the time to guide businesses and help them understand why the rules are there in the first place.” Her smile is gentle, as if she’s appreciating the clarity of the thought. “The best regulators don’t just look for violations; they look for ways to educate and collaborate to ensure long-term compliance.”

Jack: “But that must require a mindset shift, right? Instead of focusing solely on enforcement and punishment, regulators need to take a more collaborative approach. It’s not just about protecting the system; it’s about helping the businesses thrive while maintaining integrity.” His voice softens, almost in admiration of this approach. “I think that could really change the way businesses see regulation. It would turn it from an obstacle into a partnership.”

Jeeny: “Exactly. And that partnership approach benefits everyone. The business thrives because it’s operating within the law, and the regulator’s job becomes easier because they’re not constantly fighting businesses to follow the rules. Instead, they’re creating an environment where businesses want to comply, where they feel empowered to do so.” She smiles, a sense of hope in her expression. “It’s a much healthier, more productive way to manage compliance.”

Jack: “I think I’ve been thinking about regulation the wrong way. I’ve always seen it as something that businesses have to resist, something that’s in the way of success. But it’s clear now that when regulation is seen as a partner, it can actually help businesses grow, improve, and maintain integrity.” His voice is softer, filled with realization. “Regulators should be there to guide and support, not just to enforce and punish.”

Jeeny: “Exactly. And that’s the real power of regulation — not in the penalties, but in the guidance. When businesses feel like they’re being supported, they thrive, and society benefits from the positive impact of those businesses doing the right thing.” She smiles, her words affirming. “A collaborative approach is always the best approach.”

Host: The room feels lighter now, as Jack and Jeeny have come to understand that the true role of regulators is not just about enforcement, but about creating a supportive, constructive relationship with businesses. Chris Gabrieli’s words remind us that compliance doesn’t have to be adversarial — it can be an opportunity for collaboration, growth, and mutual success. When regulators adopt a mindset of guidance rather than punishment, they help businesses thrive while ensuring that the laws are followed, benefiting everyone involved.

Jack: “I think I see it now. Regulation isn’t just about rules and penalties; it’s about partnership, collaboration, and guiding businesses toward success while keeping things legal and ethical.” His voice is calm, filled with understanding. “When businesses and regulators work together, the whole system functions better.”

Jeeny: “Exactly. And when regulators take on the role of educators and collaborators, everyone wins. It’s a more sustainable, positive way to approach compliance.” She smiles softly, a sense of peace in her tone. “That’s how real change happens — through cooperation, not confrontation.”

Host: The room feels still, as Jack and Jeeny have discovered that effective regulation isn’t about power or control — it’s about support, guidance, and mutual understanding. By working together, regulators and businesses can create an environment of trust, collaboration, and success, making the entire system work more effectively for everyone involved.