Watch the full interview with Hemma R Lomax
Together, the pair dive into Hemma’s journey from SEC enforcement to reimagining compliance functions at the likes of Disney, Snapchat, and Zendesk.
Hemma explains why she sees compliance as an enabler, not a blocker. She talks about shifting from the “Office of No” to the “Office of Unlock,” the value of compliance teams as guides, and how AI can help “unleash human potential.”
Watch the conversation above, listen on Apple Podcasts, Spotify or YouTube, or read our recap below.
What if compliance teams weren’t seen as naysayers, but as trusted guides helping the business reach their destination “swiftly and safely”? “There’s a bit of a stigma attached to the word compliance,” Hemma says.
At one company, she coined her function the “Office of Unlock,” known for focusing on unlocking responsible growth rather than blocking progress.
“We’re not the villain. We’re definitely not the hero. We are the guide,” Hemma explains. “And if you want true influence, you need to be in service of the common goal.”
“It can be counterproductive if you come in as the police. They won’t listen. People will try to find a way to hack you, get around you, and not involve you.”
For Hemma, when everyone is working toward “the same north star” compliance transforms from an obstacle into an enabler.
Hemma’s go-to analogy involves Waze, the GPS navigation system. Just like Waze helps drivers reach their destination while avoiding hazards, compliance should help businesses achieve their goals while navigating risks.
“We want to help you get to your destination swiftly and safely. What information do we need to give you to get there? But also who’s on the road? Not me, you,” she says.
The key insight: you can’t be there to make the decision with them. “What information do you need to get there safely? You’re the one driving. I can’t be there to make the decision with you.”
For Hemma, it’s about reworking compliance from what’s seen as static, annual exercises into dynamic, real-time partnerships across the business.
Hemma’s framework is simple: start with business objectives, not compliance requirements.
She calls this approach “Legal & Compliance as a Service” – fundamentally rethinking the function’s role.
“Co-create, get involved… When the business sets its objectives for the year, i.e. global growth, new markets, more sales with the public sector, those are their goals. They want to increase revenue in those industries, in those verticals, so you can take your cues from that.”
Instead of rocking up with a “long risk register of esoteric risks,” her team focuses on the vulnerabilities specific to the business’s actual journey and activities.
“We’re putting 98% of our resources toward manual risk assessments, compliance training, policy reading, communications about policy. Why not leverage AI to get some of that stuff done? Why not automate some of it?”– Hemma R Lomax, Deputy General Counsel and VP, Global Head of Ethics and Compliance, DocuSign
Where does AI fit into her vision?
Channeling the musical Hamilton, Hemma says “How lucky we are to be alive right now.”
For her, AI is what’ll finally allow compliance teams to operationalize their best intentions and free them from daily “grind work”.
“We’re putting 98% of our resources towards stuff like manual risk assessments, compliance training, policy reading, communications about policy.” “Why not leverage AI to get some of that stuff done? Why not automate some of it?“
“We can’t slow [the business] down because we don’t have time to respond.” When teams ask the same question repeatedly, traditional approaches fail: “If they’re asking the same question 500 times that’s not good.”
Instead of compliance officers manually responding to policy inquiries one by one, AI tools can respond… instantly. “AI doesn’t mind being asked 100 times. It doesn’t cost me that much more either.”
The dream? Instant response times, proactive risk identification, and the ability to “look around corners with data.”
Sam shares a recent experience with flight delays at Newark Airport, noting how issues like this don’t just come out of thin air. They’re the result of everyday decisions.
“They’re completely within our control,” he says, with Hemma sharing that organizations often fail at “operationalizing their best intentions.”
That said, it is possible though… with the right approach. “Compliance is a root cause analysis function. We neutralize the risk at source,” Hemma says.
Hemma’s critical question for the legaltech industry: “Are we solving for the customer experience?”
Drawing from her experience at companies like Disney, Snapchat, and Zendesk, she emphasizes that legal tools need to be sticky and they need to be user-friendly.
“I know the way to my daughter’s school,” Hemma says, “but I put Waze on every single day because it gives me other information that I just would not live without!”
Here’s how we’d sum up Hemma’s compliance approach:
For Hemma, the most impactful compliance teams don’t just manage risk, they unlock potential and enable responsible growth at scale.
The SVP, Global Head of Digital Legal and Innovation at DHL knows what it takes to really innovate: structured change, business alignment, and a deep understanding of the people you want to bring along for the journey.
In the days leading up DHL’s first ever Legal Innovation Summit, Sam spoke with Elaine about her career, DHL’s innovation playbook, her approach to legal AI, and how she believes legal teams can lead from the front.
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