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Equity Life was to be sold to a rival. Two years before, the company had created a separate compliance department, one of the first in Canada. The compliance manager was now concerned about the future of this non-core management function; the department was at risk of elimination by the purchasing company. His department had created a state of the art compliance system that he hoped would not become obsolete. He would have to sell the viability of his unique function to the new management. To do so, he had to be aware of the problems associated with industry consolidation and changes, consider the vested interests and changing interests that a sudden shift in management and leadership will engender, and recognize the importance of effective communication of an unknown function to an uninterested audience.