Whistling down the wind: The pitfalls and possibilities of the Dodd-Frank whistleblowing program

Companies would prefer to have no problems that would warrant whistleblowing in the first place, but what happens if they do?

For many Americans, the term “whistleblower” calls to mind the image of Russell Crowe as Jeffery Wigand in the movie “The Insider.” It might be no surprise, then, that a man who has devoted much of his professional life to the topic of whistleblowers should have that particular movie poster on his office wall.

Jordan Thomas, who was an assistant director at the Securities and Exchange Commission (SEC) and had a leadership role in developing the SEC whistleblower program, now serves as the chair of the Whistleblower Representation Practice at Labaton Sucharow, the first such practice of its kind. As someone who is immersed in the topic, Thomas can certainly see how its importance has grown in a short period of time.

Enacting corporate culture

But the corporate culture does not just come from the top down, Rydberg points out. “Executives turn over every three to five years, so the middle of an organization has a greater ability to influence and build trust than the top,” he says. “The CEO only speaks to five or six people,” but middle managers can speak to thousands.

Senior Editor and Community Manager

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Rich Steeves

Richard P. Steeves is Senior Editor and Community Manager of InsideCounsel magazine, where he covers the intellectual property and compliance beats. Rich earned a B.A....

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