Trust & safety is manifested through a global value chain framework as policy and leadership predominantly emanate in the advanced first world and operations are implemented offshore such as in APAC. Efforts to decentralize this dynamic have either been myopic or counterintuitive. These deficiencies stem from a general preoccupation with mere demographics rather than complex identities and experiences, cursory empowerment initiatives that seldom look beyond hiring diversity, and advocacy for nominal powers for the emerging global south. There is a need to deliberate on the repercussions–how this impacts the overall trust & safety domain in terms of workforce retention, work culture homogenization, and in turn subpar offerings to the global market and society. The panel members working in different-sized multinational organizations will discuss their experiences and the need to collectively alleviate these circumstances through actionable strategies that will enable the equitable involvement of local practitioners in shaping a more representative trust & safety ecosystem.