What has been the number one challenge that has impacted you over the past year?

Professionally: The tight legal labour market has been a challenge over the past 12 months, as we have navigated finding the best personnel to join our growing team. We have seen unprecedented demand for legal counsel not only in Australia and New Zealand, but internationally. Attracting and retaining the best talent was a key focus for in-house teams in 2022 – any many organisations had to assess their approach to these things, including finding more agility in recruitment processes, providing clear and inspiring career paths, and offering competitive terms.

Organisationally: The challenge I found most interesting in 2022 was the positive challenge presented to companies by way of increasing ESG expectations; these expectations are held broadly and with passion by our stakeholders – from the workforce, to clients, investors, and the international community.

This was not a new challenge, but one that continued to gain momentum in 2022, and which is becoming increasingly subject to regulation and contractual commitment. In Cognizant, we not only have to focus on our own ESG agenda, but as an innovator for our clients, we also get the opportunity to investigate and create around ESG subjects for our clients and their stakeholders. I am personally passionate about the environment and social issues, and so to see the drive for ideation and implementation of initiatives focused on improvement in these areas was very exciting to me – I look forward to seeing a lot more of it.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

At the foundation of each successful in-house lawyer, I believe six traits are key:

Excellence in knowledge and skill, or if you are a junior lawyer, the aptitude to develop these things. If we cannot do our job, and do it well, then we are not fulfilling the core requirement of our role.

Gusto. This may not be on everyone’s list, but it is high on mine. I believe we are best at our jobs when we enjoy what we do, when turning up each day excites us, and when we feel like we really achieved something at the end of that day. What we do is not easy – it requires a certain level or passion and satisfaction in order for us to be great at it, and to surmount the challenges we face.

Curiosity. Being a lawyer means always learning – no matter your industry. Being in the technology industry I believe adds to that. As in-house counsel we are at the core of helping the company set strategy, decide how to commercialise solutions, assess risk and new and innovative opportunities, and we are in almost every forum of stakeholder engagement, whether it be customer, workforce, community, or other. So, you need a sense of curiosity – the itch to know ‘why’ and ‘how.’

Commerciality. The difference between good and great legal counsel is often commercial acumen. I encourage all in-house counsel to understand the commercial drivers for their organisations and to find a way to build this understanding into their practice.

Adaptability. Because in-house counsel wear many hats, deal with many stakeholders, and must adjust to different scenarios, adaptability is very important.

Affability. Finally, in-house counsel must deal with people, day in and day out. We are there in often the most emotionally charged environments, torn between diverse interests, and providing a voice that sometimes challenge a popular view. To be a successful in-house counsel you need the people skills to manage these environments and expectations – a combination of affability and empathy, enthusiasm for the mission, and the resolve to stand behind what matters.