Chinwe Esimai is a Harvard Law School-trained, multiple award-winning attorney, author, and keynote speaker with over two decades of experience in law and global compliance. As the first Chief Anti-Bribery & Corruption Officer and the first Chief Compliance Officer for Legacy Franchises at Citigroup, Inc., Chinwe has made history and continues to shape the future of finance.
She is the President/CEO of Scepter3 Global Advisors, a strategic advisory firm providing a suite of compliance and risk management services to high growth financial and technology companies, banks, and governments. She is a trusted advisor to firms, founders, and regulators at the highest levels around the world.
Chinwe obtained her Juris Doctor from Harvard Law School and her Bachelor of Arts, summa cum laude, from the City College of New York.
She has received numerous professional awards, including American Banker’s Most Powerful Women in Banking, Crain’s New York Business Notable Diverse Leaders in Banking & Finance, Diversity Woman Magazine Elite 100 Black Women Changing the Face of Corporate America, and Tropics Magazine’s Most Powerful Africans Shaping the Future of Africa. She’s spoken or has been featured on global platforms.
Chinwe began her career as a corporate associate at LeBoeuf, Lamb, Greene & MacRae LLP and was assistant professor of law at the University of St. Thomas School of Law. She also served in various compliance risk management roles at Goldman Sachs.
As a highly sought-after keynote speaker and global strategist, Chinwe helps companies and teams unlock their genius and achieve extraordinary results. She has delivered keynotes and executive training sessions at organisations across industries, including: PricewaterhouseCoopers, Accenture, BASF, General Dynamics, Deloitte, and AppsFlyer. She is the author of the acclaimed book, ‘Brilliance Beyond Borders (Harper Horizon),’ which highlights the stories of trailblazing immigrant women from around the world. The book has become a bestseller.
Can you share your journey to becoming a Chief Compliance Officer and how your experiences at firms like Goldman Sachs and Citigroup shaped your career?
My journey to becoming a Chief Compliance Officer began after law school. I started as a corporate associate working on mergers, acquisitions, and project financing. That early legal experience gave me a strong foundation in how complex deals are structured and how global businesses operate. Goldman Sachs was a turning point, as I made the decision to focus on compliance—specifically financial crimes, and more precisely, anti-bribery and corruption. At Citigroup, I deepened that expertise. Given Citi’s global footprint, leading the bank’s anti-bribery and corruption programme gave me the opportunity to apply my legal training to a highly impactful purpose: advancing ethical business practices worldwide. This alignment of skill and purpose has guided every step of my career since. When the bank embarked on a divestiture strategy, stepping into the Chief Compliance Officer role gave me the distinct opportunity to lead the regulatory risk management aspects of that transformation.
What inspired you to pursue a law degree from Harvard, and what were some of the most valuable lessons you learnt during your time there?
I had wanted to be a lawyer from a very young age – according to a family legend, as soon as since I could speak. Once my family decided to relocate to the United States from Nigeria, I was determined to attend Harvard Law School. I love bold, audacious goals, and as a teenager, Harvard Law was the bold, audacious goal I was determined to rise and meet. I was inspired by Harvard’s history of excellence as a preeminent academic institution. Being surrounded by excellence also propels you to raise your standards. Another valuable lesson from Harvard is that excellence requires discipline. Excellence isn’t about arriving at the right answer quickly (or being born with all the answers)—it’s about having the discipline to challenge assumptions, refine ideas, and continually seek better solutions.
In what ways did your early career experiences at LeBoeuf, Lamb, Greene & MacRae LLP influence your later roles in compliance and risk management?
My time at LeBoeuf, Lamb, Greene & MacRae LLP laid the foundation for my legal and compliance career. Early exposure to corporate transactions gave me a deep understanding of how companies are structured, financed, and scaled. This was invaluable as I transitioned into compliance and focused on building robust frameworks. Those early experiences continue to shape how I approach complex regulatory questions and develop practical and principled strategies.
As the first Chief Anti-Bribery & Corruption Officer at Citigroup, what were some of the biggest challenges you faced, and how did you overcome them?
The first challenge was building a framework that could operate effectively across borders. It was also important to support policies and governance requirements with well-designed systems and technology. I overcame them by building strategic relationships across the bank, and when possible, meeting colleagues in person to bridge geographic distance. I also hired and trained a brilliant, high-performing team that was able to drive the various aspects of the framework.
What trends do you see impacting the future of compliance and risk management in the finance sector?
The future of compliance and risk management is being reshaped by rapid financial innovation—from FinTech and digital assets to decentralised finance. These advancements are unlocking new possibilities for efficiency and inclusion, but they also pose significant regulatory challenges. Artificial intelligence is another major disruptor, transforming how financial institutions operate. Yet not enough attention is being paid to how these innovations intersect with existing legal frameworks—particularly in areas such as data privacy, consumer protection, and anti-money laundering. The core issue is that regulation often struggles to keep pace with the speed of innovation. As a result, compliance professionals must continually interpret existing rules in new contexts, while appropriately analysing emerging risks. Deep subject matter expertise, adaptability, and foresight will define effective risk management in this next era.
How do you approach compliance differently in high-growth technology companies compared to more traditional financial institutions?
High-growth technology companies, while often smaller in size, are driving tremendous innovation and reshaping the financial landscape. An important consideration is that regulators generally expect compliance frameworks to be risk-based and proportional. This means regulators don’t expect a startup to have the same level of controls as a large, traditional financial institution—but rather, frameworks that are appropriately scaled to their size, business model, and risk profile. That said, there are common compliance principles that apply across the board—especially as these companies grow, scale globally, or enter new markets. Many high-growth firms are still in the startup phase, carefully managing capital and prioritising operational decisions. I remind clients that an ounce of prevention is worth a pound of cure. Early, strategic investments in compliance can prevent costly regulatory issues down the line and position the company for sustainable growth.
You’ve been recognised as a leader in promoting diversity in the corporate space. What initiatives or practices have you found to be most effective in fostering diversity within organisations?
The most effective diversity initiatives begin with clarity of purpose. An organisation must first ask itself why it seeks to promote diversity—is it to better serve its client base, to tap into the full potential of its workforce, or to further a different goal? When diversity efforts are aligned with the organisation’s core mission and values, they’re far more likely to be authentic, sustained, and impactful. When they’re disconnected from that foundation, they struggle to gain traction or feel performative. What’s often recognised in my work under the umbrella of diversity is my passion for recognising and developing talent. I care deeply about people and their growth. I believe that when you invest in individuals, you not only drive performance, but also build trust, loyalty, and long-term success.
As an advisor to governments and financial institutions, how do you effectively communicate the importance of compliance and risk management to stakeholders who may not prioritise these areas?
I seek to position compliance as a strategic asset, which is essential to building credibility with investors, earning the confidence of partners, and maintaining legitimacy with citizens and customers. In many markets, robust risk management is the differentiator that attracts capital, enables sustainable growth, and protects the institution’s most critical assets. The key is to meet stakeholders where they are and align compliance with their highest strategic objectives. Highlighting the consequences of non-compliance is also essential. Non-compliance can lead to high-profile scandals, reputational damage, crippling fines, and in some cases, criminal liability.
What advice would you give to young professionals, particularly women and people of colour, aspiring to enter the legal and finance sectors?
My advice to young professionals aspiring to enter the legal and finance sectors is to build mastery in your craft because competence builds confidence. Competence does not equal perfection, so be curious and ask questions. Cultivate strong relationships and seek out mentors. No career decision is permanent–be courageous and explore various areas to determine your focus and expertise. Finally, effective communication becomes increasingly important as you seek to advance to higher levels of leadership, so be sure to invest in honing your communication skills.
Your book, ‘Brilliance Beyond Borders,’ highlights the stories of immigrant women. What motivated you to write this book, and what key messages do you hope readers take away from it?
I was inspired to write the book when I was a law professor and encountered a brilliant immigrant student who was intelligent, capable, and full of promise—but lacked confidence. That moment stayed with me and ultimately became the inspiration for the book. My hope is that readers not only see themselves in the transformational stories, but that they also find the tools to turn potential into powerful achievement.
As a keynote speaker, how do you tailor your message to different audiences while staying true to your core values and insights?
Tailoring messages to different audiences is ultimately about being of service. Regardless of the audience – legal and compliance professionals, strategic business executives, or high-achieving individuals, my goal is to meet the audience where they are—and help them move powerfully toward what’s next.
My core values form the steady foundation, but the insights evolve. They’re shaped by experience, emerging trends, and the nuances of each audience’s challenges. I also continually adapt my delivery to ensure it resonates deeply and sparks accelerated action.
Can you share a memorable moment from one of your speaking engagements that truly resonated with you or the audience?
One memorable moment happened recently at a women’s leadership conference in Dar es Salaam, Tanzania. During a break in the session, a woman from the audience called me over and quietly handed me a handwritten letter. In it, she described how my presence—the way I carried myself, the sparkle of my accessories, and most of all, my confidence—inspired her. She called me “light,” and encouraged me to keep shining and igniting the light in others and in the world. What moved me the most was that she had taken the time to reflect and share something deeply personal. It reminded me that our presence can speak louder than our words—and that sometimes, it’s not just what we say, but who we are, that creates a lasting impact on others.
Looking ahead, what are your goals for Scepter3 Global Advisors, and what impact do you hope to have on the organisations you work with?
At Scepter3, our goal is to empower organisations to grow, expand, and innovate with excellence and integrity. We serve as trusted advisors, helping clients not only meet regulatory and operational demands, but also solve complex, high-stakes challenges that have global implications. Looking ahead, we’re focused on scaling through strategic partnerships—particularly those that will drive long-term transformation in financial services globally. Our vision is to accelerate ethical growth and contribute to building resilient systems that unleash economic potential where it’s needed most.
What legacy do you hope to leave in the field of compliance and corporate governance?
While my work is global, the legacy I am most deeply committed to is rooted in Africa. I want to be part of a bold and lasting disruption of bribery, corruption, and fraud. Too often, there’s vociferous insistence (and sometimes, quiet resignation) that these challenges are too deeply embedded to be resolved in our lifetimes, or even in our children’s lifetimes. I refuse to accept that. I want my children—and generations to come—to inherit an African heritage where their fullest potential can be realised without compromise. That vision requires virtue. It requires a radical kind of hope—including in the face of overwhelming evidence to the contrary. That is the legacy I strive to build through my work in compliance and corporate governance.
If you could address one major issue in global finance right now, what would it be and why?
This is intricately linked to the legacy I referenced above – tackling fraud. Fraud is often the invisible thread running through dysfunctional systems. I firmly believe that if we disrupt fraud and financial crime on a significant scale, particularly in Africa, we will unlock enormous economic and human potential. By improving financial integrity, we simultaneously address several major challenges within finance and beyond. We’ll create access to capital, jobs, and stronger economies. The resistance I often face when I highlight the issue of financial crime only reinforces how vital it is for us to drive change in this area. It is impossible to build a prosperous and thriving future on foundations weakened by fraud and corruption. Tackling financial crime is ultimately about advancing entire economies and enabling the fullest expression of human potential.
Throughout your illustrious career, how have you maintained work-life balance, especially considering the demands of your roles?
Work-life balance is essentially a leadership discipline we aim to practice through intentional decisions and strategic trade-offs. I’ve found that it evolves depending on the stage of our careers, family commitments, and support systems. For me, it comes down to prioritisation and a clear understanding of trade-offs. Every “yes” is also a “no” to something else, so I strive to be mindful of what I’m choosing to decline each time I commit. That level of awareness helps me stay grounded in prioritising what matters most—both personally and professionally.
Who have been your greatest influences or mentors in your journey, and how have they shaped your professional philosophy?
I’ve been blessed with extraordinary mentors throughout my journey, and I’m deeply grateful for each one. One of them is David Lawrence, who has guided me for nearly my entire career. He’s always just a text away and offers wisdom whenever I need to think through a challenge. David is one of the most strategic thinkers I know, and he’s taught me the value of long-term thinking and the power of relationships. Another great influence in my life is Coach Brian Nunez, a Nike Master Trainer. I’ve learnt so many mindset lessons from him – the discipline of radical ownership, the importance of play in high performance, and the transformational power of community.
What do you enjoy doing when you’re not engaged in legal or compliance work?
I love visiting Catholic shrines and basilicas in various cities and learning about their history. I also love exercising and listening to audiobooks and podcasts.
What is your approach to crisis management and disaster recovery?
The best approach to crisis management and disaster recovery is to anticipate, prepare, and respond—not react. It begins with identifying potential vulnerabilities, modelling likely scenarios, and putting in place well-documented, regularly-tested response plans. Technology, communication, and human judgment all play essential roles. Still, not all crises are foreseeable or preventable. This is why mindset and leadership are just as critical as planning. In a crisis, leaders become the stabilising force. Organisations with cultures of radical ownership and adaptability are far better positioned to navigate uncertainty. Leaders who embody calm, clarity, and conviction inspire confidence—and help teams take purposeful, coordinated action. After the immediate crisis, it’s essential to conduct a thorough root cause analysis, understand what went wrong, and implement targeted improvements. This includes strengthening controls, developing new capabilities, and ensuring the right people are empowered to act decisively in future scenarios.
What role does data analytics play in decision-making?
Data analytics plays a critical role in informed decision-making by converting information into actionable insights. Data helps leaders navigate complexity, identify trends, manage risk, and evaluate the potential impact of strategic choices. Insights gleaned from well-sourced data also helps organisations identify inefficiencies and drive higher performance. AI is also accelerating the role of data. However, even in this era of rapid technological advancement, many industries still rely on fragmented, outdated systems that don’t communicate effectively. These silos can weaken decision-making. There are critical opportunities for innovation to help strengthen the integrity of data and reduce the time organisations spend cleaning and reconciling information from disparate sources.
