About

What do you predict will be the biggest change in the legal market in your sector over the next few years?

I predict that as legal technology continues to grow it will drive change right through the sector. Of particular interest is the growing market for offerings by external firms that accommodate a multi-disciplinary approach, by combining legal, project management, data analytics technologies in order to provide a one stop shop which, in turn, drives value for in-house counsel by reducing duplication and costs associate with multiple but separate offerings. As this technology evolves it will drives change, which in turn will require in-house counsel to consider how these new business models and ways of delivering service can be leveraged.

I have also experienced first-hand the impact of cyber security threats and the real impact they can have on an organisation. The need to ensure your highly sensitive information is secure must be a high priority. The impact of the cyber security threats will in my view result in marked increases in spend for preventative technologies in the foreseeable future.

What do you feel are the main benefits of having a lawyer involved in strategic business decisions?

One benefit that is immediately apparent from my title, is the broader business opportunities that can be pursued when you can demonstrate that your skills and experience can be applied to other areas of the business, for me that was property/real estate. I also wear the hat of general manager of property. Given that a general counsel is primary source of legal advice, it makes sense that their opinions are integral to the business decisions and in particular strategic decision-making. An experienced general counsel can turn risks into advantages and help navigate the increasing complexity across the legal and regulatory environment by being a “barometer” for the business. Getting lawyers involved in the strategic business decisions will help them to develop the necessary skills and experience to move from the traditional role as legal advisor to what is now more desirable, the role of business advisor.

How do you calculate the value that an external law firm brings to you?

There is no one magic metric that measures the value an external law firm can bring. General counsel are uniquely positioned to assess the value that a law firm can bring given that most general counsel at one time would have worked in private practice. I calculate value comprising both objective and subjective measures which at their heart both go to whether or not the firm has kept its promises. Those promises may be as simple as delivering on time and on budget or they may be more subtle for example, have they delivered on their own diversity and inclusion policy. I always make a point of asking the lawyers that work on my matters about the firm’s culture from their perspective. Lastly, if the law firm you are using does not take the time to have its clients complete a survey or at least seek their feedback, then that is a firm that I will not use – as clearly why are not interesting in listening to the customer and viewing the firm through my eyes.

What do you feel are the most effective techniques for getting the most out of external counsel, in terms of how to instruct them?

Setting expectations and providing adequate instructions is essential. I also feel that one aspect that is often overlooked is to ensure that you discuss the intended audience and what they require. This may mean that it will be more useful to obtain a short form written advice as opposed to a voluminous tome. Sometimes a conference may be preferred where a briefing and verbal advice is presented, which allows for questions to be asked and other topics explored. You should make time to discuss your organisation’s objectives and what issues are important from its perspective. At the conclusion of the work you should make time to discuss post performance feedback.

How much influence do you, as a general counsel, have on the diversity and inclusions policies of your organisation?

Having the ear of the CEO and board places general counsel in a great position to influence an organisation’s views on diversity and inclusion. Most organisations voice a commitment to achieving inclusion by supporting decisions that result in a diversity of people feeling valued and respected and having access to opportunities and resources. It is part and parcel of the role to champion diversity and inclusion which has socio-economic benefits. All of us should remember that using language is a powerful tool for building inclusion and exclusion at work. As such it is my view that general counsel can and should use their influence to this end.

WHAT NOMINATORS SAY

‘Julian Sefton is first and foremost a leading lawyer. He is responsible for coordinating legal strategy which is critical to the management of Australian economic assets of national significance. These assets are New South Wales’ key import and export gateways connecting to global and domestic markets, collectively contributing to over A$4bn per year to the NSW economy and supporting over 26,000 jobs. He is also responsible for litigation and advisory work in relation to The Cooks River Intermodal Terminal and Enfield Intermodal Logistics Centre. Sefton is currently responsible for the NSW Ports’ defence of the proceedings comments by the ACCC in relation to the terms of the long term leases granted to NSW Ports for Port Botany and Port Kembla. His responsibility and oversight of legal matters critical to key supply chain corridors in Sydney helps ensure that goods are delivered quickly, cheaply and without disruption.

He is an exceptionally organised and motivated individual who is valued for his passion in his work, relationships and ability to contribute broadly to a host of legal and non-legal business matters. Sefton is a confident and thoughtful leader with a strong customer focus, an enabler and first class communicator. He has cultivated gravitas and presence with his team, the executive leadership and members of the board. His exceptional technical legal skills are complemented by a deep commercial understanding and a capacity to distil and shape organisational strategy. His technical and commercial capabilities are supported by excellent communication and engagement skills which mean his team feel truly valued and understood. It is a privilege to work with someone who is both an exceptional lawyer and a truly all-rounded person who is more than worthy to be listed on the GC Powerlist: Australia 2019’.