Tavares Brewington, Chief Compliance and Risk Officer at a well-known company, believes there is room to reconsider the role of compliance inside organizations instead of viewing it narrowly. He explains that compliance can support innovation when it is approached with adaptability, clarity, and strategic intent rather than as a static set of obligations. “The principles of compliance stay the same,” he says, “but the way they are applied must evolve so an organization can stay responsible and agile.”
Brewington’s point of view is shaped by a broad professional track record that spans a major international law firm, federal prosecution, and senior leadership roles in global industries. His foundation began in life sciences law, where he handled product liability, investigations, and regulatory-focused matters. His time as a federal prosecutor then exposed him to the internal mechanics of enforcement strategy, an experience he says clarified how regulators determine impact, deterrence, and intent. “Seeing how decisions were made helped me understand what regulators look for,” he says. “They want to see whether organizations are genuinely trying to do the right things and whether people are empowered to act within the rules.”
That background helped shape his view that compliance, when executed well, is inherently entrepreneurial. Rather than being confined to checklists or audits, it becomes a creative discipline requiring agility and constant adaptation. The rapid acceleration of digital transformation has reinforced that need. Forty-one percent of executives were expected to spend more than 50% of their risk management budget on technology in 2025, compared with just 28% in 2024.
According to Brewington, this shift is particularly important in managing modern reputational risk, an area that has expanded significantly as consumers become more values-driven. Brewington notes that trust is no longer an abstract brand trait; it is a strategic asset. “You have to compete at every level,” he explains. “Customers want great products and services, but they also want to know they are coming from organizations they can trust.” In his view, reputational damage can disrupt relationships, slow growth, and create long-term challenges. A proactive compliance culture can help organizations maintain the confidence of partners, customers, and the public.
“Central to this evolution is the development of a shared language of risk, an organizational vocabulary that aligns leadership, compliance teams, and front-line employees,” Brewington says. He highlights the role of risk appetite frameworks in creating clarity and transparency. These frameworks allow companies to articulate what risks they are willing to take, which boundaries are non-negotiable, and how decisions are evaluated. “Once everyone understands the rules of the road around risk,” he says, “you can start having these nuanced conversations about resource allocation, speed, and responsible growth.” The result is a culture where risk is not feared, but understood.
Yet achieving this balance, he explains, also requires addressing one of the most persistent misunderstandings inside organizations: the belief that risk-taking automatically signals noncompliance. Brewington sees this misconception frequently. “Risk-taking and noncompliance are not the same thing,” he says. “If you try to eliminate all risk, the organization can’t move. But when people trust each other and understand the risk parameters, they can operate with confidence.” This balanced viewpoint encourages responsible experimentation, faster iteration, and stronger alignment between compliance teams and business units.
Beyond his professional work, Brewington’s commitment to building thoughtful, informed risk cultures extends into his nonprofit initiative, Street2Ivy, which supports young people from marginalized backgrounds. The program teaches innovation, problem-solving, and design thinking, skills that he says mirror the mindset required in compliance itself. “It’s about understanding problems, prototyping solutions, gathering feedback, and iterating,” he explains. “The same principles apply whether you are creating a new product or enhancing a compliance framework.”
For Brewington, the path forward for the industry is clear: the future of compliance depends on adaptability, creativity, and a willingness to rethink outdated assumptions. “Compliance shouldn’t be seen as limiting,” he says. “When done right, it can empower organizations to move faster, act responsibly, and create real value through responsible risk-taking.”
