Legal team size: 328 attorneys, 1,847 non-attorneys

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

The past twelve months have been defined by a commitment to strategic evolution and technological advancement within the legal function at Verizon. I’m particularly proud of our work in evolving our positional legal structures to better align with the company’s strategic objectives, ensuring we have the right talent in the right place to optimise efficiency and impact. This wasn’t simply a reshuffling of roles; it involved a deep dive into the evolving needs of the business and a proactive approach to building a legal team equipped to meet those needs. We focused on creating specialized centers of excellence within the department, allowing us to provide more focused and impactful legal support across various business units.

I’m also excited about the progress we’ve made in integrating legal technology, particularly generative AI, into our workflows. Identifying the right resources and implementing these tools has redefined how we practice law, enabling us to deliver faster, more accurate, and more strategic legal advice to the business. This isn’t just about adopting new technology; it’s about fundamentally rethinking how we approach legal challenges and empowering our team to be more effective.

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?

The increasingly complex geopolitical landscape demands a heightened awareness and proactive approach from in-house legal teams. Geopolitical events are rapidly impacting data privacy regulations, international trade, and cybersecurity threats. In-house lawyers must become students of these global dynamics, understanding how they intersect with their company’s operations and proactively adapting their legal strategies. This requires continuous learning, collaboration with cross-functional teams, and a willingness to evolve to navigate this ever-changing environment.

We need to be prepared to advise our businesses on navigating these complexities and mitigating potential risks, especially concerning the rising sophistication of cyberattacks. This includes not only understanding the legal implications of geopolitical events but also anticipating potential future disruptions to network infrastructure and data security, developing robust contingency plans. Furthermore, it requires fostering strong relationships with government affairs, public policy teams, and cybersecurity experts and law enforcement agencies to ensure the company’s interests are represented in relevant policy discussions. The modern in-house lawyer needs to be a global citizen, aware of the interconnectedness of legal, business, and cybersecurity issues in an increasingly volatile world.

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

My priorities for maximising team performance are multifaceted and centred around fostering a culture of excellence, continuous improvement, and gratitude. First and foremost, we practice ruthless prioritisation across every team, ensuring that our efforts are focused on the initiatives that will deliver the greatest value to Verizon. Innovation is also key; we encourage our team members (or “V Teamers” as we call us internally) to think creatively and challenge the status quo.

I also emphasise the importance of being a student of the business, understanding the company’s operations, challenges, and opportunities. This fosters a sense of ownership and accountability, where each team member feels responsible for contributing to Verizon’s success. Finally, we cultivate a culture of gratitude and teamwork, recognising and celebrating individual and collective achievements, and fostering a supportive environment where everyone can thrive.