Brice White – Infosys

Since the beginning of his career, Brice White has always taken on roles in which there were heightened legal and business risks, so when he stepped into his role as assistant general counsel and head of Americas compliance in March 2024, this was no different, just an increased scope. His current role requires the same astute skills that have allowed White to continue to navigate an ever-changing legal and regulatory landscape.

Brice White | Infosys | Assistant General Counsel & Head of Americas Compliance

From litigation strategy to regulatory engagement and compliance, he is shaping his career around a framework that’s not only responsive but aligned with business goals and considerate of enterprise risks—drawing on his unique journey from criminal defense attorney to federal prosecutor to in-house counsel at some of the most complex corporate environments in the world.

A foundation in the law—and in people 

White’s career began in private practice, where he focused primarily on criminal defense. He also took on personal injury cases, civil rights actions, and premises liability claims. This early exposure to a wide range of legal matters provided him with a strong foundation in courtroom advocacy and client communication.

After five years in private practice—including time running his own firm—White transitioned to public service, becoming an Assistant U.S. Attorney for the Western District of Arkansas. His work there focused on large drug cases and white-collar crime. It was during this time that he began developing the skills that would define his leadership style: managing investigations, working across agencies, and understanding how to communicate complex legal risks.

“The U.S. Attorney’s Office gave me that multifaceted experience—litigation, investigations, regulatory interaction—that’s been foundational to everything I’ve done since,” White says.

He had initially aspired to join the DOJ Civil Rights Division, but a shift in administration altered his course. With his deepening experience in white-collar work, White found himself weighing a transition to private practice or going in-house. He chose the latter, not for a title or prestige, but for the chance to contribute meaningfully to a company’s broader mission. and an interest in gaining insight into the business and its operations.  He firmly believed and still believes that his skill set brings significant value, particularly as organizations increasingly face complex enterprise risk issues spanning multiple operational and strategic areas.

Translating risk into compliance  

White joined Tyson Foods as corporate counsel, where he quickly recognized a potential growth opportunity for both White and Tyson. Within the first few months, an investigation revealed the need for a designated internal privacy attorney.  Not just due to the incident, but legal leadership recognized the need as Tyson was growing internationally, meaning adding attention to the European privacy law GDPR was needed, along with the foreseeable implementation of the California Privacy Law, CCPA.

White seized the opportunity, forming a cross-functional working group in conjunction with audit and compliance, and eventually led the company’s privacy program from a legal perspective. His proactive approach became a hallmark of his in-house career.

“I realized quickly after joining Tyson that attorneys aren’t the most important people in the room within companies,” he says. “We have a vital role, though. We’re there to be part of the business, advise and counsel, but not to slow it down. Assist them in navigating complex issues and risks. That awareness helped me learn to communicate more mindfully and effectively.”

At Tyson, he managed commercial litigation and internal investigations. From there, he moved to Meta, where he led regulatory governance and privacy compliance efforts, including managing breach notifications to the FTC related to third parties’ misuse of Meta users’ data. The high-stakes, high-velocity nature of the tech giant further sharpened his skills.

“Due to the nature of the role, it really sharpened my ability to make quick, risk-based decisions. Many times, there wasn’t the ability for endless analysis, but required the ability to weigh risks and make definitive decisions quickly,” White explains.

His current corporate stint meant adapting his leadership to a complex multinational environment. With clients in over 50 countries and deep expertise in AI-powered transformation, the company’s mission to drive continuous improvement aligns perfectly with White’s compliance philosophy.

White now leads a small but nimble team. His work touches on many aspects of the company’s risk and compliance functions – from regulatory strategy and privacy to managing outside counsel in litigation and cyber matters.

“The breadth of the work is wide, but it has been a gift, he says. “It has allowed me to grasp the business much quicker, which is important and necessary for any in-house legal role.“

Learning what drives success in the business, gaining an understanding of products, processes, risk tolerance, and financial hygiene are essential in being a good partner and advisor to the business.

Mentorship, strategy & the future  

Throughout his career, White has remained grounded in a leadership philosophy shaped by his early days as a trial attorney and his time as a federal prosecutor. He emphasizes mentorship, strategic alignment, and collaboration.

“I’ve always enjoyed the strategy side of the work,” he says. “Making decisions, helping my team grow, and ensuring we’re aligned with the goals of the business.”

He mentors his team by focusing not only on legal acumen, but on business understanding and interpersonal skills—what he calls “reading the room.” It’s an approach he’s developed over time and one that he now considers vital for in-house success.

White’s laid-back demeanor masks a sharp strategic mind. He’s not one for grandstanding; instead, he quietly guides others, helping them navigate both the technical and human elements of the job.

In recent months, White, like many, is focusing more of his attention on AI and innovation. As clients increasingly prioritize AI solutions, his company is hosting summits and roundtables to discuss how artificial intelligence can be used responsibly and effectively across industries. The company has made AI a central pillar of its strategy and is aiming to become an AI-first company.

White says, “AI is currently top of mind in all industries, so it is incumbent upon companies to explore how AI tools can make them more efficient, but personally, I believe we must also be mindful of the human element. It’s not just about replacing people—it’s about training them to use new tools effectively.

His nuanced view of AI—seeing it as both a technical and cultural shift—mirrors his broader approach to compliance and risk management. Whether guiding companies through crisis or being conscious and curious of technological advancements, White remains focused on long-term, sustainable impact.

White has always believed it is his responsibility to be both a stabilizer and strategic leader – whether that means supporting compliance, managing risk, or enabling opportunities.

Ultimately, the work he does inherently comes with risks that are embedded in almost every aspect of the business, from the boardroom to the backend.

“I feel like I’ve been put in leadership roles my whole life,” he says. “Now I’m just using those skills on a different and some would say bigger stage.”

The stage is vast, but White is undeterred. His ability to connect, communicate, and deliver—whether during crisis or transformation—has positioned him as a trusted advisor and a steady presence in turbulent times.

For any company, that kind of leadership isn’t just valuable—it’s essential.