Team size: Five

What are the key projects that you have been involved in over the past twelve months?

Landsec continues to be involved in a lot of capital recycling to implement our strategy over the last twelve months, meaning we have made significant strategic disposals. The key ones were the sale of a number of our development sites which were particularly difficult due to the state of the market and the inherent complexity of property development schemes prior to the buildings being completed.

Our letting pipeline is a vital part of our business and this year the team was instrumental in securing a pre-let of our Timber Square scheme to BP. This was one of the most significant deals in the London occupational market this year.

Over the last two years we have implemented a very significant change to our enterprise, accounting and asset management systems. This has given us the opportunity to look at our own processes. A key business operation for us is leasing buildings. If we can reduce the amount of time it takes to complete each letting agreement by only a few days through process efficiencies, the cumulative financial effect on our business is massive. If everyone involved (including our panel lawyers) understands this, then we get some meaningful change.

The role of the GC has evolved significantly into that of a strategic business partner. How do you balance commercial objectives with legal risk?

As a team we don’t see the two things as being in conflict. Aside from the criminal, everything else is on a sliding scale of risk. The important thing is not minimising risk for its own sake but rather to ensure that the business is aware of the legal risk being taken and, like any other risk, has properly priced it. For example, if speed is a real commercial imperative, taking some shortcuts is the right thing to do both commercially and legally. To put it another way, reducing legal risk does not have an intrinsic value; it should always be seen in the context of what we are trying to achieve as a business.

What are the most important attributes of the modern GC and what advice would you give to those aspiring to be an in-house lawyer?

While we have professional duties that must never be forgotten, most of the time it is best not to think of yourself as a lawyer but rather as a businessperson bringing a particular perspective and set of skills to the discussion. In particular, any written advice should be written in short punchy prose, making your view or recommendation very clear. Caveats should be largely unnecessary if you have been part of the wider discussion; if people think you are covering your own back, then your credibility will suffer. In short, you should find yourself saying ‘that’s fine’ most of the time because you have been involved in shaping the thinking.