About

Neil Rosolinsky has demonstrated a number of ways in which in-house legal teams can make savings for their company. His first port of call upon taking on his role was to hire an attorney to carry out the administrative charge work that traditionally went to outside counsel. He also spotted a need for greater cohesiveness between various different branches of the employment team, and in doing so has not only reduced the need for outside guidance, but increased the team’s overall knowledge and mitigated risk. He says ‘I’ve created a culture of doing as much as we can in-house. We all came from big firms and have a solid knowledgebase and we need to use it to add as much value as possible to RBS’. Also notable is the way in which Rosolinsky deftly handled the repercussions of the 2008 financial crash – during a painful period of layoffs and bonus reductions, he dissuaded scores of people from filing claims, and where they did, he negotiated numerous favorable resolutions. He admits ‘2008-09 was a unique and challenging time’, but the bank ended up with relatively few litigations and arbitrations due to his hands-on approach, ‘as opposed to directing every demand to outside counsel’.