Legal team size: 200 

Major legal advisers: Baker Botts, Kirkland Ellis, Ray Pena McChristian, Seyfarth Shaw, Bird & Bird, Linklaters, Eversheds, Ahmad Zavitsanos & Mensing, Tumey Law Group, Parker Justiss, Delizio Peacock Lewis & Guerra, Kilpatrick Stockton, Vinson Elkins, Gibson Dunn 

I am fortunate to lead a global team of lawyers and other professionals across 70 countries from 16 offices. During instability and crisis, that global reach requires that we each work collaboratively to find solutions that maximise value for Halliburton and our customers. We focus on the “we” and team collaboration far more than the individual. In my role on this team, leadership and management during crisis require the right balance of fully hands-on leadership matched with complete trust in the team to do its job. We’ve seen it recently in action in geopolitical, cybersecurity, and other matters that have impacted us. In those situations, you can expect to find me actively involved, on calls with inside and outside advisers, setting strategy and making core decisions. All of this fits perfectly with Halliburton’s value proposition for our customers – we collaborate and engineer solutions to maximise asset values for our customers. By focusing on collaboration, solutions, and our customers, we direct our energy, focus, and experience towards reaching the right destination – the good of our customers and Halliburton. 

In your opinion, what are the main trends affecting your work now? 

We knew that 2024 would bring challenges, particularly given that 2024 represented the largest collection of elections in history. It did not disappoint, but the combination of political, legal, and economic impacts required daily focus and attention across our 70 countries. We also reminded ourselves that patience remains a key virtue and maintaining a steady, non-reactionary, no-surprise approach to leadership and management really matters. Stability at the top – in message, tone, temperament, and attitude – all bring out the best in our team. 

What strategic priorities are guiding your legal team into 2025? 

We always approach a new year with anticipation and excitement. Each of our legal leaders sets personal and professional team goals to achieve in the year, and we check in on progress throughout the year. For 2025 at Halliburton, we have seen substantial movement in job responsibilities through promotions and changes over the last several years, and this year, we want to embrace the job in front of us, maximise it, create routines around it, and bring to strength Halliburton’s engineering culture, training, and mindset to our legal leadership roles and the discharge of our legal responsibilities. In short, we want to leave it better than we found it. And, as we experience rapid technological change, we want to lead from the front by creating time, energy, and capacity to really take ground on deeply understanding how technology can improve our legal department. If we do both of those well, we will be in the perfect position for 2026!