At ReputationDefender I serve as Managing Director with responsibility for P&amp;L ownership, global sales, operations, marketing, product, and go to market strategy. Our work centers on protecting leaders in high visibility roles who face real reputational and privacy risk. For many of our clients, trust and discretion are not optional. They are the entire mandate.My focus at ReputationDefender is centered on three priorities that define how we operate:1. Protecting clients who face constant public scrutiny and need a trusted partner when the pressure is highest2. Advancing a product suite that keeps pace with the speed of digital risk and the complexity of modern search, social, AI, and underground data exposure3. Building a scalable commercial and operational model that delivers a consistent and high touch client experience across executives, board directors, family offices, and public figuresAlongside this mission I run the business. I unify GTM, product, operations, marketing, and forecasting into one operating system built for predictable growth. I drive clarity and accountability across the organization. I develop leaders who can support turnaround environments. And I install the discipline and inspection rhythm required for sustained performance.My background spans Fortune 250 companies, PE backed transformations, and technology organizations where execution matters. I have led teams of more than two thousand employees. I have built large scale outbound engines responsible for significant new revenue growth. I have rebuilt commercial and operational systems inside digital marketplaces and BPO environments. I have strengthened partnerships with law firms, financial institutions, and governance leaders who rely on us to manage digital visibility, misinformation, and privacy exposure.A few experiences that shape how I operate today:• Graduate of the Stanford Executive Program with a focus on global leadership• Participant in the FBI Citizens Academy with emphasis on cybersecurity and digital risk• Leader of multiple large scale turnarounds across public, private, and PE owned companies• Advisor to executives navigating complex visibility and reputation challengesWhether I am guiding a client through a sensitive visibility issue or leading a commercial transformation, my approach stays consistent. Clear strategy. Strong execution. The right people in the right roles.If you are navigating digital visibility, reputational risk, or broader commercial challenges, I am always open to connecting.

Chad Angle

Great to be in San Diego this week at the American Bar Association White Collar Crime Conference.

If you’re here, stop by and say hello. Our team is offering complimentary professional headshots throughout the event. Always happy to help lawyers upgrade their LinkedIn photo.

A big theme already emerging in conversations this morning is how much exposure attorneys themselves are facing online. Many are asking about ways to protect not only their own privacy, but also their spouses and children as their public profiles grow.

We’re also seeing strong interest in:
🔎 Reputation repair when damaging or inaccurate information spreads online
🛡️ Executive privacy protection for attorneys, their families, and their clients

Both issues often surface long before a matter is resolved and increasingly need to be addressed alongside the legal strategy.

If you’re around the conference, come meet the team or stop by for a headshot.

If you want to grab a few minutes while we’re here, feel free to send me a DM.

#WWCCI2026 #WhiteCollarDefense #CorporateInvestigations #ExecutivePrivacy #OnlineReputation

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The common thread across all of these wasn’t the mistake. It was the response speed.

ReputationDefender by Norton 

Gen™ 

American Bar Association

Managing Director | Executive Reputation Risk, Online Defamation & Digital Privacy | Supporting Defense Counsel and Boards in High-Exposure Reputation Matters

Spent the week at the American Bar Association’s White Collar Crime Institute.

It’s one of the few conferences where you can have serious conversations with defense attorneys, investigators, and advisors all thinking about the same problem from different angles.

One theme that kept coming up in hallway conversations:

Reputation risk now moves faster than the legal process.

Issues often surface first in search results, forums, or AI summaries before they ever show up in a courtroom or a headline.

For attorneys handling investigations and high-stakes matters, that online layer is becoming part of the strategy whether they want it to be or not.

Great conversations all week and always interesting to see where the profession is headed.

#ABA #WhiteCollarCrime #ReputationRisk #LegalStrategy #ExecutiveRisk

Cyber risk is no longer just about protecting systems.

It’s about protecting decision integrity.

Boards used to ask:
“Are our controls strong enough?”

Now the question is:
“Can we trust what we’re seeing, hearing, and acting on?”

AI can clone voices.
Synthetic identities can pass verification checks.
Narratives can spread before facts catch up.

When leadership communications can be impersonated, the risk moves beyond operations. It becomes governance.

This isn’t about chasing every new threat. It’s about asking sharper questions:

🔐 Who owns authenticity during a crisis?
🚨 How quickly can misinformation reach the board?
🗣️ What verification standards protect leadership communications?
🛡️ Are directors personally protected in ways that align with enterprise risk?

Digital risk now impacts credibility, fiduciary responsibility, and institutional trust.

That’s a board-level discussion.

🌐 Cyber risk in 2026 won’t just target your systems. It will target you. 🎯

AI can already clone voices and simulate video. Synthetic identities are sophisticated enough to pass verification checks. Misinformation spreads faster than facts.

For non-executive directors, this shifts cyber from an operational concern to a governance risk.

If leadership communications can be impersonated…
If board decisions can be distorted online…
If directors’ digital identities can be replicated…

A new article, written by Chad Angle at Reputation Defender by Norton for NEDonBoard, outlines 5️⃣ cybersecurity predictions every board must understand.

If you sit on a board, click on the link to access the article now. 

https://lnkd.in/eFd9q6jv

#NonExecutiveDirectors #Leadership #Boards #BoardDirectors #Directors #Cyberthreat #Cybersecurity #Cyberresilience

Managing Director | Executive Reputation Risk, Online Defamation & Digital Privacy | Advising Boards and Counsel on High-Exposure Matters

Quick question for board directors...

If someone asked AI to summarize your background today, what would it say?

Not what you hope.
What it would actually say?

Across Europe I am seeing directors run digital exposure reviews before accepting board seats.

That is governance evolving in real time.
🌍 Digital footprint is now part of fiduciary responsibility.
🛡️ Executive privacy is becoming a board level conversation.

The risk is personal.
The impact is corporate

Breaking: Netflix pulls its bid for Warner Bros. Discovery.

After the board deemed Paramount’s $31 per share offer superior, Netflix walked, calling the deal no longer financially attractive.

The stock jumped!

Hot take:
This was not about losing a bidding war.
It was about refusing to inherit legacy drag.

$31 was not just a higher price.
It meant owning the full linear bundle in 2026.
That is not scale. That is margin pressure.

The streaming wars just shifted.
It is no longer land grabs.
It is structure, cash discipline, and long term operating leverage.

Structure decided this, not ego.

Netflix

Warner Bros. Discovery

Paramount

Preparing for a white collar crime compliance event where regulatory violations and reputational damage intersect. Executives managing FINRA infractions face compounding risks: immediate regulatory consequences plus lasting stakeholder trust erosion. The conversation around proactive reputation recovery is critical for boards overseeing compliance frameworks.

For those navigating these complex challenges, the real value lies in integrated approaches that address both regulatory remediation and stakeholder confidence simultaneously.

This is the type of work that makes me proud to be part of Gen.

Scams are no longer a niche cybersecurity problem. They affect families, retirees, small business owners, and executives every single day.

Putting real time scam detection directly into a tool people already use lowers the barrier to protection and gives people help in the exact moment they need it.

Important work. Real impact.

In our mission to make the digital world safer, Gen has integrated the world’s first AI-powered anti-scam and cyber safety assistant, Norton Genie, into ChatGPT.

We’re bringing real-time scam detection and practical security guidance directly into one of the most widely used AI platforms in the world.

OpenAI makes the world more intelligent. Gen ensures everyone stays safe.
Second coffee’s on me, Sam Altman.

#TrustAI #NortonGenie #GenAIFoundry

Reputation impacts revenue in ways most dashboards miss.

Consider:
📈 Higher trust reduces sales friction
⏳ Cleaner search shortens deal cycles
🤝 Strong executive presence improves partnership velocity

You cannot always measure the lift.
You absolutely feel the drag.

In tight years, operational leaders look for hidden friction.

Digital reputation is often one of them.

Ignore it and you tax your own growth.

In San Diego this week for the White Collar Crime Institute.

Most people think reputation risk peaks at indictment.
It does not.
It peaks after resolution.

When the case is over and page one still reads:
⚖️ Fraud conviction
📉 FINRA violation
🏛️ Regulatory sanction
📑 Deferred prosecution agreement

That page one becomes the long tail of the case.

Permanent. Indexed. Searchable.
That is where we work.

Not changing facts.
Managing how those facts live online long after court adjourns.

The courtroom closes.
The internet does not.

#WCCI26 #ABAWhiteCollarCrime #WhiteCollarDefense

Private equity is not broken.
The easy money era is over.
The operator era is here.

Bain & Company’s latest report shows distributions near 2008 lows. Roughly $3.8T of unsold assets sit on balance sheets. Exits remain constrained. LPs are more selective.

That is not collapse. It is a reset.

When distributions stall and exits slow, three things matter more than ever:
📈 Real EBITDA growth, not multiple expansion
🏛️ Governance discipline, boards that ask harder questions
🛡️ Executive risk management, protecting the leaders who carry the valuation narrative

In tight capital cycles, perception affects valuation more than most models admit.

I have worked alongside boards, PE backed operators, and executives navigating scrutiny, litigation, and public visibility. One pattern is consistent:
Stress exposes fragility.

The firms that win this cycle will not be the most aggressive.
They will be the most operationally mature.

Capital will continue to flow.
It will simply flow toward disciplined execution.

#PrivateEquity #ValueCreation #CorporateGovernance #OperationalExcellence #CapitalMarkets

Bain & Company

Last week, Netflix was expected to win Warner Bros. Discovery.
Today, Paramount Skydance owns it in a $110B transaction.

If this were an MBA case study, here is what we would dissect.

1. This was leverage battle.
Netflix entering the process changed price psychology overnight. The moment a credible buyer steps in, the asset reprices. Paramount did not simply outbid Netflix. They had to outstructure them.
💡Lesson: The first serious bidder sets the anchor. The second bidder often sets the ceiling.

2. Structure beats headline price.
Termination fees. Regulatory protections. Ticking fees. Debt assumption.
This was not about $31 per share. It was about certainty of close. Boards choose deals that can survive regulators and financing friction.
💡Lesson: Best and final means nothing if it cannot close.

3. Netflix showed discipline.
They had matching rights. They walked.
That tells you their internal model broke before their ego did.
💡Lesson: Winning the asset and winning the market are not the same thing. Discipline compounds.

4. Debt is the real story.
The deal includes roughly $29B in debt. This is a balance sheet bet.
The combined entity now must integrate cultures, merge streaming platforms, rationalize content spend, cut costs, and navigate regulators, all while competing with the largest global streamer.
💡Lesson: Post merger execution risk is always underestimated during announcement week.

5. Regulatory modeling is now core strategy.
Antitrust scrutiny is no longer a side variable. It directly affects valuation and structure.
💡Lesson: In modern M&A, regulatory probability is as important as revenue projections.

Big takeaway for future M&A:
The highest bidder rarely wins long term.
The durable winner is the buyer that can absorb integration risk without destabilizing its core engine.

And sometimes the most strategic move in a bidding war is walking away.

If you were in the boardroom, how would you grade Netflix’s exit?
Was Netflix disciplined, or did it surrender strategic optionality?

#MergersAndAcquisitions #CorporateStrategy #CapitalAllocation #StreamingWars #Boardroom

Skydance

Reputation is no longer a PR function. It is a risk category.

Here is what has changed:
📊 Boards now ask about digital exposure during risk reviews
🤖 AI systems summarize leaders before investors do
⚖️ Activists use search results as leverage
💰 Investors screen executives online before meetings
📉 Sales cycles slow when leadership surfaces noise

Reputation now impacts valuation, capital cost, trust velocity and hiring strength.

If something can affect revenue, it is not communications. It is operations.

The organizations that treat reputation as infrastructure instead of optics will outperform.

That shift is already underway.

I’ll be in San Diego March 10–13 for the ABA White Collar Crime Institute.

In nearly every major investigation today, the legal strategy runs parallel to a digital reality.

🔎 Search results don’t wait for verdicts.
📰 Headlines outlive settlements.
🤖 AI amplifies narratives long after cases close.

Even when matters resolve favorably, the online footprint often doesn’t.

I’m looking forward to connecting with white collar defense attorneys, in-house counsel, and compliance leaders who are thinking about reputational exposure during investigations, executive privacy in high-visibility matters, and what happens online after the legal work is done.

If you’ll be at #WCCI26 and want to connect, send me a message.

#WhiteCollarDefense #ExecutivePrivacy

Last week, Anthropic drew a red line.
OpenAI signed the deal.

Within hours:
⚖️ Employees questioned leadership
📣 Critics accused OpenAI of compromise
📲 Users downloaded Claude in protest
📊 App Store rankings shifted overnight

This isn’t just an AI ethics story.
It’s a case study in executive decision-making under public scrutiny.

Three things boards should be watching:
!. Values vs. law
There’s a difference between complying with existing regulations and publicly setting a higher standard. Once a company signals a principle, walking it back becomes a reputational event.
2. Talent risk
In AI, your workforce is your moat. If employees believe leadership crossed a moral boundary, retention becomes a strategic issue, not an HR issue.
3. Narrative velocity
Public opinion now moves faster than contracts. Anthropic positioned itself as values-first. OpenAI positioned itself as pragmatic. The market responded immediately.

Whether you agree with either company is almost beside the point.

In the AI era, governance decisions are brand decisions.
And brand decisions are financial decisions.

The next generation of AI leaders won’t just be measured by model performance. They’ll be measured by moral consistency.

🔗 Bloomberg Opinion: https://lnkd.in/gnswWeCE

Anthropic

OpenAI

Online Reputation Management is not one business.

It is four:
⭐ Review Management
🔎 Monitoring
📈 Search Suppression
📄 Legal grade Removal

Each has different margins.
Different complexity.
Different operational requirements.

Blurring them together leads to bad pricing and weak strategy.

Strong operators choose their segment intentionally.

A former colleague told me the other day how rough the job market feels right now.

Plenty of talented people. Fewer openings. Longer hiring cycles.

Which raises an interesting question: what actually stands out when leaders evaluate candidates?

I was recently asked by Forbes what trait matters most when hiring today.

My answer was simple: ownership.

Skills evolve and roles change, but people who take responsibility for outcomes stay valuable. They seek context, act without waiting to be told, and surface problems early with solutions.

What I liked about this panel was the range of perspectives from leaders across industries. A few that stood out to me:
🧠 Systems thinking — Khadija from Grupo Unicomer / Unicomer Group emphasized connecting everyday decisions to broader business outcomes. That mindset compounds performance across teams.
💪 Resilience and grit — Julie Michael from Team One highlighted the importance of people who can recover quickly when conditions shift. In fast-moving environments, that trait is invaluable.
🤝 Servant leadership — Kent Ingle from Southeastern University shared a perspective that leadership is fundamentally about lifting others. Teams that operate that way tend to outperform over time.

Different industries. Different perspectives. But a common theme: how someone thinks and shows up matters more than any single technical skill.

Worth the read if you're thinking about how hiring is evolving.

Curious what others prioritize when hiring. What trait stands out to you every time?

#Leadership #Hiring #TalentStrategy #ExecutiveLeadership #Management

social-www.forbes.com

20 Skills And Traits Smart Leaders Look For In Every New Hire

Forbes

Award-Winning Global Thought Leader & Senior Director | Accelerating Workplace Performance & Strategy via Organizational Effectiveness, Technology & Business Transformation | Cambridge ExecutiveMBA | Forbes Council

Grupo Unicomer / Unicomer Group

CEO at Team One, Publicis Groupe

Team One

President at Southeastern University

Southeastern University

Most defense attorneys still think reputation management is “snake oil.”

I heard that more than once last week at the ABA White Collar Crime Conference.

But in high-profile litigation, something happens before any motion is filed or discovery begins.

People Google the defendant.
⚖️ Jurors
📰 Reporters
🏛️ Regulators
🧑‍⚖️ Opposing counsel

Those search results quietly become the first dossier in the case.

Not because they’re supposed to.
Because they’re available.

After the conference, I wrote a short piece on why digital exposure is increasingly shaping litigation strategy and outcomes.

#WhiteCollarDefense #LitigationStrategy #ReputationRisk

theleaderreport.com

The Hidden Risk in High-Profile Litigation: Digital Exposure - The Leader Report

A federal lawsuit is usually a legal event.
In the AI era, it is also a reputational event.

Anthropic suing the Pentagon (United States Department of War) over a “supply chain risk” designation may end up becoming a defining governance moment for the AI industry.

That label is rarely applied to U.S. companies. When it appears, it immediately changes how governments, partners, and investors assess risk.

We have seen the ripple effects before with companies like Huawei, TikTok, and Kaspersky. The legal fights played out in court, but the reputational consequences moved much faster.

The courtroom debate here will focus on administrative law, due process, and constitutional claims.

Outside the courtroom, the question will be simpler.
Who controls the narrative around AI risk?

Once disputes like this move from internal policy debates to federal court filings, they become global headlines overnight.

Watching this one closely.

If the government can apply national security designations to domestic AI firms, where should the guardrails be?

#AI #ArtificialIntelligence #Governance #NationalSecurity #TechPolicy

United States Department of War

Huawei

TikTok

Kaspersky

Yesterday I was featured in Forbes Biz Pulse alongside several cybersecurity leaders.

What stood out wasn’t the individual articles.
It was the pattern.

AI is making attacks easier to scale.
Human error is still driving most outcomes.
And leadership teams are now directly exposed.

From where I sit, this is the real shift:
Cybersecurity is moving from a systems problem to a trust problem.

When AI can impersonate leadership and shape narratives in real time, the question is no longer just “are we secure?”

It is “are we still credible?”

Different perspectives. Same conclusion.

The surface area of risk is expanding.

And trust is now part of the attack surface.

#Cybersecurity #AI #BoardGovernance #RiskManagement #Trust

https://lnkd.in/gzX_ceaZ

Forbes Business Council

Cybersecurity’s Trust Crisis

The internet does not operate on the same timeline as the legal system.

Courts evaluate evidence.
Search engines surface narratives.

After a week of conversations with white collar defense attorneys, one theme stood out:

Many cases are now influenced by what appears on page one of Google long before trial.

Look at what’s happening right now in the market.

Executives tied to regulatory investigations or enforcement actions are being defined by:
🔍 headlines
📄 summarized allegations
🤖 AI-generated overviews

Often before any formal resolution.

That digital narrative shapes media coverage, influences stakeholder pressure, and can even impact settlement posture.

Long before a court reaches a conclusion.

The legal system determines the outcome.

The internet often shapes the environment around it.

Gen™

Head of Corporate Responsibility, ESG & Government Affairs
2022 – Present | Global

    Leading global Corporate Responsibility, Public Policy and Government Affairs strategy for a cybersecurity and identity protection company serving 500M+ users across 150+ countries.

Key Highlights:

    Built and scaled Gen’s EU Public Policy Program from the ground up — establishing the company’s presence in Brussels and beyond, developing strategic priorities, and shaping legislative conversations on digital trust, privacy, cybersecurity, and consumer protection.

    Led public affairs strategy in Washington, D.C., cultivating relationships with key policymakers, trade associations, and multi-stakeholder coalitions focused on identity, artificial intelligence (AI), and cybersecurity. Acted as a trusted voice on emerging technology policy and regulatory developments.

    Launched Gen’s first ESG report and microsite, resulting in top ESG ratings and national recognition via the Civic 50, Dow Jones Sustainability Index, and Newsweek’s Most Responsible Companies.

    Oversaw two company-wide materiality assessments and led ESG strategy realignment to support global growth and corporate values.

    Partnered with NGOs, internal leadership, and external stakeholders to develop impactful ESG, environmental, and philanthropic programs.

    Created Gen’s Global Volunteer Day and introduced an innovative Sustainable Home Credit program to drive employee engagement and climate awareness.

    Developed an award-winning digital safety and literacy initiative in partnership with the National PTA, empowering families to safely navigate the online world.

Head of Corporate Responsibility & Government Affairs

NortonLifeLock

Orchestrated CR strategy and public affairs during a period of major corporate transitions, including divestitures, rebranding, and acquisitions.

Key Highlights:

    Directed creation of NortonLifeLock’s first Corporate Responsibility report and ESG infrastructure.

    Positioned the company on the JUST 100 list for corporate justice and social responsibility.

    Managed outreach to Congress, state Attorneys General, and tech alliances, boosting policy visibility.

    Trained 10,000+ law enforcement professionals on identity theft and fraud through FBI partnership.

    Integrated LifeLock’s policy work into broader Symantec objectives, serving as a public-facing policy advocate.

Head of Corporate Responsibility and Government Affairs

Established the Washington, D.C. office for leading identity management company. Lead the government affairs and corporate social responsibility teams. Moved to Symantec after merger to lead government affairs for the consumer business.

Vice President Government Affairs and Corporate Social Responsibility 

Symantec

Lead government affairs for consumer side of the Symantec business comprising Norton, LifeLock and ID Analytics. Worked with federal and state governments on issues related to cybersecurity, financial services and consumer related impacts for the business.

Director of Government Affairs

AmeriCorps

Directed government relations program for billion dollar independent federal agency. Developed bipartisan relationships with Congress to further strategic goals resulting in largest ever increase in funding for AmeriCorps. Led efforts in Congress to get  bipartisan CNCS Board of Directors confirmed by the Senate. Awarded the CEO's award for creating  and leading the team for the annual Mayor and County Day for National Service,  resulting in the single largest gathering of local officials around a single issue in history.

The Corporation for National and Community Service (CNCS) improves lives, strengthens communities, and fosters civic engagement through service and volunteering.  Annually, CNCS engages more than five million Americans in service through Senior Corps, AmeriCorps, and other programs; improves communities through the Social Innovation Fund; and leads President Obama’s national call to service initiative, United We Serve.

Director, Office of Government Relations

CompTIA

http://www.techamerica.org/techamerica-taps-allman-to-run-state-government-affairs-2/
Built and managed the successful state government relations operation for the largest trade association representing the technology industry. Managed five regional offices including Sacramento, California.  Hired, trained and managed in-house and contract lobbyists in regional offices and other states as needed. Developed key relationships with state attorneys general on behalf of the industry. Coordinated with Congressional and policy teams at TechAmerica to advance initiatives important to the industry. Successfully built coalitions of member companies and outside groups around key industry issues.

Senior Vice President, State Government Affairs

Recording Industry Association of America (RIAA)

Lead the fifty-state government relations programs for the domestic recording industry. Built and maintained an extensive network of lobbyists in the states to address issues important to the industry. Developed relationships with Governors, Mayors and State Attorneys General to  educate policymakers about the recording industry. Developed relationships with the National Speakers Conference, Senate Presidents Forum, National Association of Attorneys General (NAAG) and the State Legislative Leaders Foundation on behalf of the industry and its member record companies. 


The Recording Industry Association of America (RIAA) is the trade organization that supports and promotes the creative and financial vitality of the major music companies. Its members are the music labels that comprise the most vibrant record industry in the world. RIAA® members create, manufacture and/or distribute approximately 85% of all legitimate recorded music produced and sold in the United States.

In support of this mission, the RIAA works to protect the intellectual property and First Amendment rights of artists and music labels; conduct consumer, industry and technical research; and monitor and review state and federal laws, regulations and policies. The RIAA® also certifies Gold®, Platinum®, Multi-Platinum™ and Diamond sales awards as well as Los Premios De Oro y Platino™, an award celebrating Latin music sales.

Senior Vice President, State Government and Industry Relations

Verizon (former MCI)

Manager, State Government Relations

Global Leader in Corporate Responsibility, ESG & Government Affairs | Public Policy Expert | Board Director

I am a globally experienced executive with a passion for driving responsible innovation, public-private collaboration, and meaningful societal impact. With a career that spans Fortune 500 companies, federal government, trade associations, and nonprofits, I bring a well-rounded and dynamic perspective to the evolving landscape of Corporate Responsibility, ESG, and Public Policy.

Currently, I lead Corporate Responsibility, ESG, and Government Affairs at Gen, where I oversee a high-performing team responsible for global sustainability initiatives, stakeholder engagement, public policy strategy, ESG reporting, and community impact. My role bridges policy and purpose — aligning strategic vision with environmental, social, and governance goals that benefit both business and society.

Prior to Gen, I served in leadership roles at NortonLifeLock, AmeriCorps, CompTIA(TechAmerica), RIAA, and Verizon (formerly MCI), driving initiatives in cybersecurity, national service, and state legislative advocacy across all 50 states. I’ve worked side-by-side with policymakers, C-suite leaders, and nonprofit partners to champion digital safety, inclusion, and sustainability.

I’m proud to serve on the Boards of the Identity Theft Resource Center and previously the National Cybersecurity Alliance, where I’ve contributed governance, fundraising, and program oversight expertise.

✔️ Areas of Expertise:

    ESG Strategy & Sustainability Reporting

    Global Public Policy & Government Affairs

    Corporate Responsibility & Philanthropy

    Multi-Stakeholder & Cross-Functional Engagement

    Regulatory Strategy & Legislative Testimony

    Nonprofit Board Leadership & Governance

    Digital Safety & Online Responsibility

Kim Allman

Scams are no longer one-off, opportunistic crimes. They are organized, fast-moving and increasingly powered by AI, causing financial and emotional harm for people. 

At Gen, we believe policy must keep pace with this reality. Our team recently released a U.S. policy paper with clear recommendations for how policymakers can help disrupt scam networks targeting Americans. These recommendations range from stronger data protection to better coordination with law enforcement, including a focus on protecting older adults who are often targeted and can lose their life savings to sophisticated fraud. 

Gen leaders are actively engaging in policy discussions, from joining the Global Anti-Scam Alliance (GASA) North American AntiScam Summit to collaborating with the Congressional bipartisan #StopScamsCaucus on how industry and government can work together to protect people at scale. Our own threat data shows scams now make up a majority of the harmful content online, underscoring the need for expanded public awareness, deeper collaboration with federal law enforcement and stronger consumer protection standards. 

Scam prevention will take coordinated action from innovators, educators, advocates, and policymakers. You can read more about our latest scam policy work here:

Head of Corporate Responsibility & Government Affairs | Driving social impact strategy, stakeholder engagement & public policy impact

Open article: Scam policy in action by gendigital.com

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The Battle

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