Editor: Please tell our readers about your background.
Wardell: I attended Harvard Law School and began my career at Mayer Brown in Chicago. At that time the firm only had offices in Chicago and Paris. From there, I went to Sullivan & Worcester in Boston. I practiced there for many years. I had a stint as a CEO of a $250 million privately held...
Editor: "Compliance readiness" is a term that was unknown to most of our readers just a few years ago. As one of the leading practitioners in the field of corporate governance, what do you mean by the term?
So, you're a General Counsel of a public company, and you've received one of those "back-dated options" letters from the Council for Institutional Investors - Or maybe CALPERS or another pension fund. Do you call the SEC? DOJ? Outside counsel? The Board? Your shrink?
Editor: Your background in corporate governance is extensive. In the
post-Enron era, corporate executives and directors have new responsibilities.
For starters, would you summarize the responsibilities in place before the
corporate scandals and Sarbanes-Oxley?