A compliance practice, not a technology vendor

Why an independent auditor and not a platform

Local Law 144 requires that the auditor not hold a financial relationship with the employer or the tool that would compromise independence. A vendor that sells you monitoring software and also audits your tool has a structural problem with that requirement, regardless of how good the software is.

Greenpoint does not sell AI tooling, does not implement hiring systems, and does not maintain vendor partnerships. The only product is the audit and the workpapers behind it.

Background

Greenpoint was founded by professionals from the technology and finance industries, with regulatory experience at firms including PGIM, Russell Investments and Mutual of Omaha.

That background matters here for a specific reason. Algorithmic accountability regimes are converging on something financial services has done for decades: maintain an inventory of covered activity, test it on a schedule, document the test, retain the workpapers, and be able to show a regulator the evidence. The mathematics of adverse impact analysis is not new either — the four-fifths guideline predates machine learning by half a century.

What is new is that the obligation now attaches to employers who have never run a testing program of any kind. Most of the difficulty is not the statistics. It is building a repeatable process that produces defensible evidence, which is exactly the problem regulated industries solved a long time ago.

How we work

• Fixed scope and fixed price. You should know the cost before the work starts.
• Written determinations. A conclusion you cannot show to counsel is not useful to you.
• Findings delivered straight. If a tool produces a failing impact ratio, that appears in the report. The obligation is to calculate and publish, not to arrive at a comfortable number.
• No scope creep by invoice. If the work is larger than scoped, that is a conversation first.

Coverage

Based in Brooklyn, working with employers nationally. Local Law 144 coverage follows the candidate rather than the employer, so most clients are not New York companies — they are companies that hire New Yorkers.