What are the most significant cases or transactions that you have recently been involved in?

Leading the legal team at Aprio encompasses everything from diligence, drafting and integration for mergers and acquisitions; strategy and expansion related to our intellectual property portfolio; coordination of the external counsel portfolio; thought leadership for data security and risk management policies and controls; oversight of the litigation matters; to, most importantly, collaboration with internal and external clients. The combination of industry practice groups, accounting firm governance metrics, and sophisticated commercial transactions makes for continuous learning and engaging work for our team. As Aprio continues to expand both geographically and professionally, the legal team’s opportunity to be a critical business partner is also amplified, and that commitment guides my role and our team. Aprio has grown significantly – from number 48 to number 35 in Accounting Today’s Top 100 Firms list just in the last year – and the legal team has been essential to supporting the expansion of practice areas, geographic locations, and double-digit year-over-year employee growth.

How important is choosing to work with external lawyers who align with your company’s values? Are you likely to reconsider what firms you work with based on this?

Aprio fosters a culture of diversity and inclusion that is defined by 31 fundamental behaviours that we are committed to living by and delivering to our clients and each other, and one of my favourite fundamentals is “Work Smart” – I seek out external lawyers who have strong business acumen, prioritise the experience of Aprio’s clients, and contribute to their respective professional and personal communities. I am impressed by law firms that facilitate the multifaceted growth of their lawyers, provide learning opportunities for our Aprio team members, and deliver outstanding work product. Ultimately, external lawyers are important sounding boards and resources for specialised legal knowledge, and their ability to reflect Aprio’s fundamental behaviours is an indicator of compatible working styles and positive corporate citizenship.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most? Which have you found most useful in your legal team?

Opportunities for right-sizing internal process and creating efficient workflows abound with the influx of AI-based technology tools into the marketplace, and Aprio is a leader amongst accounting firms in recognising the benefits of early adoption and investment in technology that improve accuracy and promote client experience. Willingness and flexibility to link legal services with commercial lifecycle tools, document retention tools, and solutions for data security will be integral to protecting corporate assets and being an effective business partner. These solutions also provide resources for legal teams to communicate value internally by quantifying the team’s contributions through measurable metrics. Finally, these technological tools can serve as risk management mechanisms by implementing data mapping functions, creating chains of custody for regulatory compliance efforts, and minimising potential cyber security exposures or breaches.

How do you suggest in-house lawyers build strong relationships with business partners?

In-house legal teams are uniquely positioned to witness the full cycle of business opportunities within the firm, and so the general counsel’s ability to anticipate and be proactive regarding both potential upsides and risks is an asset to the firm. Including the general counsel on the management team provides a different perspective founded in legal principle and grounded in the firm’s priorities and growth plan. In-house teams can monitor industry trends and legal developments in order to actually drive the firm’s evolution.