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In a compliance role, leadership should be willing to listen when analysts/associates raise concerns about regulatory risk, process weaknesses, or policy gaps. In my experience, that was not the culture here. Too often, valid concerns were dismissed instead of taken seriously, even when they involved issues that could affect the firm from a compliance and control perspective. What made the experience especially frustrating was the leadership style within parts of compliance. Rather than encouraging open dialogue, managers came across as defensive, dismissive, and more focused on protecting their own authority than addressing the substance of the issue and creating a toxic environment where raising concerns did not feel safe or productive. Instead of approaching issues in a professional and solution-oriented way, interactions could become personal, degrading, and hostile. This became even more concerning when the NAM compliance department later failed several items in an internal audit, including areas that had already been flagged by analysts as process or policy gaps. That, to me, reflected a broader problem: important concerns were being raised internally, but not handled with the seriousness or humility they required. There was also very little transparency or accountability when it came to employee development, feedback, or career progression. Communication with subordinates was poor, and employees were not given meaningful support or clarity around growth opportunities. HR was equally disappointing. From my perspective, there did not appear to be a reliable or well-structured path for employees to raise concerns and expect a fair resolution. Overall, my experience was that parts of the compliance culture operated more like an insular power structure than a healthy control function. For a company in a heavily regulated space, that is a serious leadership and culture problem.