Team size: 10

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

Looking forward, I believe that artificial Intelligence (AI), machine learning (ML) and process automation will impact the in-house legal work the most, as their capabilities are endless. However, using these technologies must be done carefully. The key to success is to do it gradually and wisely: First, the technology must be straightforward and easy to implement. Second, the legal department needs to identify and prioritise specific matters that match the process maturity that can be solved with such technology.

In the commercial legal world, for instance, automation should be used for the more routine legal services or for low complexity, high volume work. For example, assist with identifying basic due diligence concepts such as “change of control” or “assignment.” It will reduce costs, enhance efficiency, and enable lawyers to focus on other emerging issues.

Finally, once the above technology is well embodied in the in-house legal daily work, additional cognitive skills and intelligent automation should be added to the system to truly transform the way lawyers operate.

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

As a transactional lawyer, I believe that a successful in-house lawyer must be a business-oriented lawyer – one that understands the business and its needs, structure the transaction in accordance with such needs, and brings the transaction to its successful completion. Other than being an expert in its legal field and provide a business focused assessment of the relevant legal regime, such lawyer also needs to be a diligent, trustworthy team player– work closely with the various business teams to achieve maximum output and create legal and business value.

Flexibility and creativity are also important qualities required in leading the negotiation and the risk assessment process efficiently without imposing any unnecessary risks, while making sure the company is legally protected.

Finally, due to the intense nature of some of these transactions, such a lawyer should also be hardworking, readily available and with great management and planning skills.

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

It is a well-known fact that good law firms are helpful in two main instances – when the workload is too heavy to handle internally by the legal department and when a certain legal expertise is in need. However, what makes a law firm a great one and a true ally to the in-house legal department, is its ability to be familiar with the ‘ins and outs’ of the client’s business, as if the firm is an actual in-house department, residing within the halls and corridors of the client. In order to do that, law firms need to spend significant time learning the business of their client, its DNA and strategy, heavily research the entire applicable business market their client is operating in and be well familiar with it. A great law firm that is as significantly knowledgeable, can provide not only ordinary legal advice that is expected from a good law firm, but rather also a “big picture,” comprehensive strategic advice: Advice that supports the in-house counsel in a holistic way, anticipates its needs and provides great comfort.