Team Size: Nine

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

The first must be increased use of videoconferencing. This is less a technological advancement than an increased uptake of existing technology. Specifically, Zoom and Microsoft teams are being used much more because of the pandemic. As well as saving time and costs, this additionally changes the work model, as many more people now work from home. This has work/life as well as environmental benefits.

Some software solutions have also been available for many years, but their usability and awareness of their existence have increased. This includes software to optimise legacy contracting documents, rendering them searchable, and indexing software to enhance document review. I have used voice recognition software for 25 years, and I’m using it to dictate these answers! The ability to collaborate on draft documents simultaneously in real-time is also more widely available and seeing increased usage.

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

I actively encourage continued learning and development within the team, from attending training events to enrolling in external courses. I believe this gives a sense of fulfilment and helps drive people’s careers. Experience gained in one’s career should, in my view, be passed on to avoid lessons having to be learned twice, to improve service and add to knowledge. I think this stands regardless of profession or industry.

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

The in-house role has a greater variety than private practice. Companies require and expect different things from their lawyers. It can range from only managing external legal resources to providing a complete legal service, significantly reducing the need for outside advice. Most often, it is somewhere between the two. Providing substantive legal advice to the business but ensuring the best and most efficient use is made of external counsel.

One constant is the in-house lawyer’s position, sitting between the business and external lawyers. Recognising that you know more about the law than the business and more about the business than the outside lawyers is your strength and most valuable feature. The most useful qualities as an in-house lawyer likely stem from this positioning. Ideally, you will have the qualities of a teacher and diplomat, and sometimes the patience of a saint. Translating the company’s needs to outside lawyers and legal requirements and realities to the business are responsibilities you are uniquely placed to execute.

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

In no particular order, I think it’s important for professional legal advisers to understand their client’s business and its needs as much as the law. The law and legal processes can be blunt tools, and the most obvious solution isn’t always the best

Lawyer-splaining is often offputting, and there is a high chance that your in-house lawyer knows more about the lase than your associate! Try not to. It’s important to make the in-house team feel part of the overall team. Cultivate an ongoing relationship with the in-house lawyers. Try not to give the impression of disappearing between pitches. They should also appreciate that having invested in an in-house team, the business might expect to see cost savings, so interface with the in-house team and have them undertake tasks where appropriate. Lastly, remove single six-minute units from invoices before they go out.