Caroline Newman, Director of Compliance at The Pools, explains why openness and shared accountability turn regulation into sustainable advantage.
Compliance is often described as either a blocker or a safeguard. From your perspective, how does company culture determine which of those it becomes?
A strong compliance culture makes a real difference to how compliance is experienced across an organisation. When it’s embedded into everyday ways of working, compliance becomes a safeguard that protects the business and supports safe, sustainable growth.
It helps teams make confident, well-informed decisions because risks are understood and managed openly, rather than being pushed aside or considered too late. That starts with tone from the top. Leadership sets the example, but just as importantly, shapes the kind of environment people work in.
When individuals feel comfortable having open conversations, where ideas can be discussed, challenged and debated in a constructive way, compliance naturally becomes part of those conversations rather than something separate. Working collaboratively with other functions allows compliance to support the business, not slow it down.
Ultimately, culture determines where compliance sits within an organisation. In the right culture, it’s involved early and seen as a trusted partner in decision making. Without that culture, compliance is usually introduced later in the process, taking on a more reactive protective role. The difference isn’t the rules themselves, but how people choose to work with them.
You’ve worked in both large, established operators and newer brands. How does the approach to building and retaining compliance talent differ between those environments?
When I joined Midnite in December 2019, I was the company’s first compliance hire, responsible for building the compliance programme from the ground up and embedding practical, effective frameworks into the business.
That environment was very different to my experiences elsewhere, where organisations sit at different points in their compliance journey. In some cases, compliance functions were already well established and focused on refinement and maturity, while others were still somewhere in between.
Those different stages require very different approaches. Some organisations are starting with very little in place and need frameworks, processes and culture built end to end.
Others already have sophisticated systems and are focused on improving efficiency, embedding best practice or streamlining existing controls. Each stage calls for different skill sets and naturally attracts different types of compliance professionals.
Across both environments, what matters is how valued compliance talent feels. People stay where they feel trusted, listened to and genuinely part of the wider business, and not just there to sign things off.
Regardless of size or maturity, organisations that invest in development, encourage collaboration and give compliance a meaningful voice are the ones that attract and retain the strongest talent.
As regulatory expectations tighten, what role does leadership play in preventing compliance teams from becoming overstretched or reactive?
As regulatory expectations continue to tighten, leadership plays an important role in whether compliance teams are able to stay ahead of the curve or find themselves constantly reacting. A big part of that comes down to prioritisation and resourcing.
When compliance is recognised as a core part of running a sustainable business (rather than just a regulatory requirement), it becomes easier to plan properly, invest at the right level and be realistic about what can be delivered.
Leadership also influences how and when compliance is engaged. When teams are brought into discussions early, there’s far less need for last‑minute firefighting. Risks can be considered calmly and managed proactively, rather than under pressure once decisions are already underway.
Creating an environment where compliance teams feel they can raise concerns and challenge constructively, without worrying about how it will be perceived, helps teams stay focused and sustainable.
As a compliance leader, I actively encourage the team at The Pools to be agile. While agility isn’t something traditionally associated with compliance, it’s increasingly important in balancing regulatory expectations with the pace of the business.
Working collaboratively across teams, having open conversations, and taking the time to understand different perspectives helps ensure compliance feels supported and connected, rather than operating in isolation.
Day to day, it’s about how the team works together. I focus on making the most of individual strengths, while also encouraging people to step slightly outside their comfort zones. That creates space to ask practical questions: where compliance processes can work better, where they can be streamlined, and how strengthening them can also help the wider business operate more effectively.
How important is it for compliance teams to understand the commercial and operational realities of the business, not just the regulatory framework?
It’s incredibly important for compliance teams to understand the commercial and operational realities of a business, not just the regulatory framework.
I actively encourage compliance professionals to spend time with different parts of the organisation; whether that’s tech, operations, marketing or product, so they can really understand how the business works. Knowing the regulations is one thing, but understanding how to apply them in practice, within a specific business model, is something very different.
When compliance officers understand how other teams operate and what they’re trying to achieve, it stops being siloed and becomes part of the business. I often think of compliance and commercial as two sides of the same team.
Compliance plays defence, commercial plays offence, and both are essential. You can’t win a game or sustain success over a season without balance. Too much focus on one side, or a lack of the other creates risk. The cost of non-compliance is significant and ultimately unsustainable, just as a business without commercial momentum won’t succeed.
At The Pools, that balance is very much reflected in the culture. Compliance voices are heard and the team is genuinely embedded across the business. There’s a shared commitment to doing things the right way, which allows compliance to support, rather than inhibit, growth.
I feel very fortunate to work in an environment where compliance is valued and seen as a key part of building a sustainable business.
How do you encourage compliance professionals to speak up and challenge decisions in high-pressure commercial environments?
Whether compliance professionals, or any staff member for that matter, feel able to speak up and challenge decisions in high-pressure environments always come back to culture. People need to feel confident their views will be listened to, particularly when commercial pressures are high.
I am a strong advocate for a collaborative working environment, and that’s something I actively encourage within compliance teams I lead. Creating space for open discussion, healthy challenge and differing perspectives ensure compliance isn’t seen as a barrier, but as part of making better decisions.
I place particular value on the input of people new to the business, whether they’re joining the compliance team or another function. Fresh perspectives often highlight gaps, risks or ways or working that may have become accepted over time, as well as approaches that have worked well elsewhere. Encouraging those voices early helps build confidence and reinforces that speaking up is not only welcomed, but expected.
Ultimately, this approach helps ensure decisions are well-considered and aligned with industry best practice. By creating an environment where challenge is encouraged and different perspectives are valued, compliance teams are better equipped to raise concerns constructively, identify risks early and support the business in operating responsibly and sustainably.
What are the most common cultural weaknesses you see in compliance teams, particularly as businesses scale quickly and enter new markets?
One of the key challenges is ensuring the compliance function grows in line with the business itself. Frameworks, controls and capability need to evolve alongside expansion, not lag behind it. When the balance isn’t quite right, compliance teams can find themselves under pressure, responding to issues rather than staying ahead of them.
Rapid growth can also test an organisation’s commitment to its core principles. As priorities compete for attention, it becomes even more important to remain focused on doing the right thing for customers, maintaining robust safeguards and keeping crime out of gambling. These are not areas where shortcuts can be taken, regardless of how fast the business is moving.
Entering new markets often brings additional regulatory complexity, and that requires time, resource and careful planning. Regulatory change can’t be treated as something to be addressed later; it needs to be built into growth plans from the outset. Organisations that recognise this and continue to prioritise compliance as they scale are far better placed to grow sustainably and responsibly.
Training is a constant challenge in gambling. How do you move beyond tick-box compliance training and create learning that genuinely changes behaviour?
Training is always a challenge, and moving beyond tick-box compliance starts with making learning relevant and engaging. Staff training is incredibly important, but for it to genuinely change behaviour, people need to understand how the knowledge applies to situations they’re likely to face in real life.
I have found that scenario-based training is particularly effective. When people are presented with realistic situations they recognise from their day-to-day roles, they’re far more likely to engage and retain the information. It allows them to think through decisions, understand the impact of their actions and see how regulatory requirements translate into practice, rather than feeling abstract or theoretical.
Engagement also matters. In one previous role, we introduced a bespoke game at the end of a training session. It added an element of fun while still staying true to the objectives of the training. The difference was noticeable; not just in how engaged people were during the session, but in how confident they felt afterwards.
We saw a clear improvement in understanding, as well as a marked increase in colleagues proactively engaging with the compliance team on questions, scenarios and areas they wanted to better understand.
Ultimately, training works best when it feels relevant, interactive and supportive. When people can see how it applies to their role and feel comfortable asking questions afterwards, it becomes a tool for building awareness and confidence, rather than something to be completed.
What skills are most underdeveloped in compliance professionals?
In my experience, some of the most impactful skills in compliance go beyond pure regulatory knowledge. Technical understanding is, of course, essential, but it’s often the broader, more practical capabilities that really elevate how effective compliance professionals can be.
Agility is becoming an increasing important part of that skill set. The ability to adapt, challenge existing ways of working and look for smarter solutions is critical. That includes maintaining strong foundations: documentation, consistency of action, recording decisions and robust controls, while also asking where we can work more efficiently and how we can simplify without weakening standards.
Technology plays an important role in that evolution. There’s real opportunity for compliance teams to think more deliberately about how technology can support better outcomes; whether that’s improving oversight, reducing manual effort, strengthening audit trails or enabling more consistent decision making.
I encourage my team at The Pools to think about the desired outcome first and to challenge themselves to step outside their comfort zones. This includes rethinking a process, exploring how technology could be better utilised or approaching a problem in a way we haven’t before.
That mindset helps compliance teams stay resilient, forward-thinking and genuinely embedded in how the business operates while continuing to uphold high standards.
How do you see your role as a Director of Compliance evolving?
It’s an exciting time to be part of The Pools. Before I joined last year, the company had already delivered a successful rebrand, launched a national marketing campaign and welcomed a number of significant new hires, creating real momentum that carries us into 2026.
As The Pools continues on its journey of modernisation and innovation, my focus will be on ensuring compliance remains firmly embedded within that progress. The role will increasingly be about supporting the business as it evolves; understanding and managing risk, adapting to regulatory change and making sure strong governance underpins every step forward.
Compliance will continue to play a key role in enabling sustainable growth. By staying closely aligned with the business and maintaining a strong, collaborative culture, my role will be to ensure we continue to do things the right way while confidently moving the organisation forward.
What advice would you give to compliance professionals who want to future-proof their careers in an industry under constant scrutiny?
My main advice would be to stay adaptable. Regulation will continue to evolve and being open to change (both in regulatory expectations and technical innovation) is essential. Compliance professionals who stay curious and continue to develop their knowledge are far better placed to navigate the challenges that come with working in a highly scrutinised industry.
Equally important is mindset. Always acting in the right way, for the right reasons, helps keep compliance central to a company’s long-term success. I’d also encourage people to stay curious, ask questions and not be afraid to challenge respectfully, or ask “why”.
The willingness to engage, question and think critically is what helps compliance professionals remain relevant, credible and trusted in an industry like ours.
The post Leading with Culture: The Evolution of Compliance Leadership appeared first on G3 Newswire.
Caroline Newman, Director of Compliance at The Pools, explains why openness and shared accountability turn regulation into sustainable advantage. Compliance is often described as either a blocker or a safeguard. From your perspective, how does company culture determine which of those it becomes? A strong compliance culture makes a real difference to how compliance is…
The post Leading with Culture: The Evolution of Compliance Leadership appeared first on G3 Newswire.