Team size: 15

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

Artificial intelligence promises to be a transformative tool when it comes to automating and streamlining low-level processes. Beyond speeding up certain tasks and freeing lawyers to focus on more “intellectual” work, however, I think that where we will feel the impact of AI is on data analysis. By comparing large volumes of data (for example prior contracts with multiple vendors, or trends in jurisprudence) and assessing the extent to which similarities and divergences exist across data sets, AI can significantly enhance the quality of risk-based decisions. Those decisions must ultimately be taken by humans, so it is not a question of lawyers being replaced by software, but rather of illuminating our field of vision so that our advice regarding the future is better informed by our understanding of the past.

What is a cause, business related or otherwise, that you care about, and why?

I believe in paying things forward by seeking out mentorship opportunities. I have been very fortunate in my life and in my career, thanks in large part to the kindness of those who took the time to patiently share their life experiences with me. It is a genuine privilege to now play a similar part in the journeys of those who are at the early stages of their career. For those of us who find ourselves in leadership positions, our legacy will be defined by how the next generation builds upon our own accomplishments and hopefully surpasses them. At the same time, mentorship is a two-way street, and I am constantly amazed by how my conversations with mentees yield new insights about my own journey. It is often said that the best way to learn is by teaching, and in my case it has certainly been true.

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

An in-house lawyer should be a business partner who happens to have more legal training than anyone else in the room. Many have said that in-house practice can be lonely, because despite all the resources at our disposal – law firms, technology, information at our fingertips – ultimately, we are called upon to give a view and to be solely accountable for it. It does not matter if we relied on the recommendation of external counsel, or that we wish we had more information, or that the law is unclear. And this is exactly how it should be: as our fates are inextricably connected to that of the sole client we serve, we must do far more than simply act as technicians. Legal knowledge is a commodity, available to lawyers and non-lawyers alike, whereas judgment based on an in-depth understanding of the client’s needs is the true value-add. Thus, to paraphrase an old saying, the mark of a truly exceptional in-house lawyer is the courage to tell the client what time it is rather than to explain how a clock works.

What can law firms do to improve their service to the legal department?

Various factors go into selecting external counsel, such as expertise or reputation. In my experience, however, the most powerful differentiator is the depth of the relationship built over time. Law firms that take the “long view” will ultimately win out, not only because they understand the client’s business intimately but also because they have demonstrated their support and continued an authentic dialogue with the client despite not always having a matter to bill for. In short, a good firm will diligently and competently execute a transaction for you, while a great firm will connect with you in a genuine and non-transactional way by being there even when you didn’t ask them to be.