Legal team size: Approx 45 lawyers, 125 staff overall Legal and Labour

What are the projects that you are most proud of working on over the past 12 months?

I worked in close collaboration with chief data officer to prepare for investments in AI and other tech platforms. I was also involved in the negotiation of post-Covid affiliation labour contracts with almost 2000 unionized physicians; and provided legal support for starting up complex, innovative models of care and services, especially focused on those with mental illness and substance use disorders

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

Artificial Intelligence, without a doubt. This developing field has impacts on procurement, compliance, employees, labour relations, intellectual property, malpractice, and data privacy and security among other things, all areas with which in-house counsel are deeply involved. Most importantly, we need to stay ahead of the ethical and regulatory considerations surrounding AI-driven decision-making, particularly in patient care but also in administrative functions.

Even more urgently, in-house counsel have to stay ahead of the rapidly evolving policy and enforcement environment coming out of the federal government. It is not enough for counsel to be aware of changes in the law, since the government is experimenting with entirely new practices around enforcement and incentives for desired, but not legislated, policy preferences. Rigorous attention to risk assessment, with a strategic framework for prioritization and fidelity to mission, is essential in a rapidly evolving space.

What are the key things you prioritise to get the most out of your team?

Fostering a collaborative, humane and supportive work environment is essential. I prioritise communication and an “open door” management style; a hybrid but flexible in office/work from home schedule that allows for maximum productivity but also prioritises team-building and learning; and I insist on cross-collaboration for complex topics whenever possible. Everything is a learning opportunity, including errors or missed opportunities. I encourage continuous learning and professional development so that our legal team remains agile and well-equipped to handle emerging challenges.

Additionally, with the resource and staffing constraints of a safety net health system, I encourage strategic and creative thinking among our lawyers about the best ways to proactively support our client functions. We will never have enough hours in the day to provide all the services that would be ideal. At times progress, not perfection, is the goal. And with all strategic decisions, and in all risk assessments, we never forget our system’s mission of serving all New Yorkers, without exception. We work with our leadership to always understand what risks are worth taking when supporting our clients addressing problems or pursuing opportunities.