expenses or other pieces that are in there. And so, I think it's kind of creating the right balance to drive the right behaviors, get the right outcomes in people in both directions properly. So, again, I think that it's – the way it's written, it's – my interpretation is it's actually broader than the way you've described it.
VIVEK JUNEJA: Okay. And so, does that mean you'll be adding more people do you think as a result to be able to hold some people fully responsible for this? Or how are you thinking as you look forward?
MIKE CORBAT: Well, we have, in risk and controls, we've added thousands of people since the beginning of the year and we were adding people last year to these projects. So, without a doubt, we've been bringing those resources and getting that expertise in. And we've tried to bring in subject matter experts from other firms, from other industries to help us as we think about these things.
And I think we've made a number of very key strong external hires. I think we've made some very strong internal moves in terms of people. And I think we've also moved strongly in terms of, what I would say, single hatting people, i.e. making this remediation not just their primary, but in many case, their sole responsibility in terms of delivering on. So, again, yes, we're absolutely committed to having the right resources, the right expertise, the right talent and then having the right accountability around delivering against this.
MARK MASON: And Mike, you may have mentioned, but Karen Peetz, obviously, we brought in as the CAO and to help kind of lead in this transformation across the organization. So, as you say, we're bringing in the people that we need and getting after it.
OPERATOR: Your next question is from the line of Betsy Graseck with Morgan Stanley.
BETSY GRASECK: Hi. Good morning.
MARK MASON: Good morning.
MIKE CORBAT: Hey, Betsy.
BETSY GRASECK: Yeah. So, like you just mentioned, Karen was brought in in June. And Mike, I know you became CEO of the Citibank USA legal entity back in June timeframe. So, I guess I'm kind of looking at all this thinking, you must have expected – you've been working on this for a while and I was thinking you probably expected some kind of requirement from the regulators that you were already partially executing on. Is that fair? Like, is this consent order might be a surprise to the Street, but is it really a surprise to you?
MIKE CORBAT: Well, around these work streams, as we've acknowledged, we have been working on them for a while. So, it's not like all of a sudden, we woke up one day and said, gee, we're going to go at some of these things as de novo or new projects. So, we've been working on them for a while. And I would say that, again, what we've been focused on is really bringing these projects together.
I would say, a historic approach that we've taken is we've gone at these, in some ways, serially or individually. And I don't think that has yielded the outcomes that either I – either Citi or our regulators necessarily would want. And so, as we went down this path, it became apparent to me and, I think, the board and others that we needed to really join these processes and create a body to be able to go at it. And I think we're very fortunate to have Karen with us, who has been through some of this and have this expertise to be able to, I think, bring these work streams together.
Because when you think about data, as an example, data feeds through risk, data feeds through compliance, data feeds through lots of your controls and making sure that we're taking a holistic approach to the way that we go at and modernize our data approach is critical, such that we do it once, we do it right,