Legal team size : There are five members of the Employment Law Group

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

As the leader of Marsh McLennan’s employment law team, I find the breadth and variety of my work to be remarkable, which is a key reason I love what I do. Over the past twelve months, there are two general categories of matters that I recall with pride:

The first group includes several significant employment and restrictive covenant cases that I have managed and resolved on favourable terms for the Company. For in-house lawyers, success in litigation is crucial for protecting the organisation’s legal rights and interests, as well as mitigating risks and safeguarding its assets. Each case presents unique challenges, requiring a litigator to tailor strategies and tactics based on years—or even decades—of experience and expertise. These opportunities to advocate for and protect the Company have been immensely gratifying.

The second group encompasses matters where I have directly supported the growth and enhancement of business operations. These involve acquisitions or projects where employment law advice is essential for successful implementation and long-term effectiveness. Marsh McLennan has experienced significant growth in M&A activity over the past several years, and I have been fortunate to work on acquisitions where employment law issues are particularly critical, including last November’s acquisition of McGriff Insurance Services for $7.75 billion. Addressing the complex employment law issues related to integration can be vital to the ultimate success of an acquisition, and I take pride in my contributions to these projects.

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?

There are several trends that deserve the attention of in-house lawyers and business leaders:

The increase in the number and complexity of workforce regulations in the U.S. and globally. Lately, regulation of the workplace seems to be spiralling out of control. The multitude of jurisdictions in which national and multinational companies operate makes compliance challenging. This complexity may contribute to the potential for disruption, liability, or reputational damage.

The growing use of AI in the workplace. Businesses should embrace AI while remaining aware of its potential dangers and exercising caution in their eagerness to use AI in ways for which the tools may not yet be fully ready. Most importantly, businesses must not relinquish their responsibility for planning and decision-making to AI tools: ultimate accountability will not lie with AI.

The confusion surrounding approaches to DEI and the importance of compliance with anti-discrimination laws. The backlash against DEI policies and programmes has been challenging for some companies to navigate. However, these issues will continue to be relevant for companies in the coming years.

Remote and hybrid work policies and the challenges of supporting and accommodating the mental health needs of the workforce. These related issues will become increasingly complex to address while ensuring fairness in the workplace.

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

I have the privilege of leading an outstanding team of employment lawyers, who make my job a pleasure and significantly easier. To help each of them become more effective and to strengthen the team, I have prioritised several key areas:

A meaningful work-life balance. There is increasing pressure on in-house lawyers to take on more responsibilities and produce more work. It is easy to lose sight of the importance of family/personal time and personal well-being, which are essential for recharging and enabling long-term productivity and smarter working.

A culture of collaboration. We are stronger when we genuinely collaborate and share ideas, knowledge, and strategies. Fostering strong collaboration, support, and teamwork enhances both individual performance and the overall impact of the team.

Ownership and opportunity. Encouraging team members to take on greater independence and ownership of their work—managing issues, cases, and projects more autonomously—will lead to higher performance levels and a stronger team capable of tackling more significant challenges. Demonstrating trust in everyone’s capabilities fosters a more capable and engaged team.

It is imperative to ensure that the team’s priorities and goals fully align with business priorities.