THE TEAM ELITE UNITED KINGDOM 2018 - RPC
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Lead sponsor Associate sponsors
THE TEAM ELITE
UNITED KINGDOM 2018
From the publishers of
1
2
GC POWERLIST 2018|UK
It’s a team game at the legal elite
but the mix of players is changing
Alex Novarese, editor-in-chief, Legal Business and The In-House Lawyer
T
his year we return to the team format of than changing how teams operate. Nevertheless,
the GC Powerlist, our flagship annual report the clearest shift since our last team report
chronicling the elite of the UK’s buy-side is a new willingness to bring in a handful of
legal community. This team perspective senior operational staff from business services
inevitably takes us closer to state-of-the-legal- backgrounds in areas like tech or procurement, or at
industry ruminations than the editions focused on least shift lawyers into senior operational roles.
individual excellence. In-house teams have been far too conservative in
Glancing at this year’s report, the second investing in business skills. That tendency – though
team-focused edition after the first in 2015, many obscured by spurious claims of clients driving
long-term shifts in the profession have marched on change – has materially held back the advancement
regardless through the era of New Law and tech- of the legal industry.
fuelled disruption. Teams at leading companies As such, the very recent rise of the legal chief
are still accumulating more resources, skills and operating officer promises a sea-change in the
infrastructure to expand their empires. General industry and the prospect of fundamental shifts in
counsel (GCs) at leading bluechips operating buying behaviour of the clients routinely spending
heavily in the UK are often fielding teams in the £25m-plus annually. Early indications where such
hundreds and have expanded substantially over professionals have been deployed is that they
the last three years, despite more pressure for hunger to shake things up and secure immediate
efficiency. ‘More for less’ is a convenient fiction for results. Crucially, ushering in such professionals has
GCs, but a ‘lot more work for a moderate increase in done much to calm the entrenched turf war in major
budget’ has less of a ring. plcs that pitted procurement and finance against
It is odd that it is often claimed that demand legal, and did much to frustrate constructive change.
for legal services is flat in Western economies, a But we are not here to nitpick. This report is
conclusion reached by looking at the revenues primarily a celebration of the ascent of in-house
of large law firms in the US and UK. In a highly- counsel. Over the time that I have covered the
regulated and complex global economy, demand legal industry, the in-house community has gone
is obviously robust – it is just that it is being through a revolution and is now increasingly seen as
increasingly met by providers other than law firms. a career of choice for many of the UK’s most talented
It is now common for the 50 teams highlighted commercial lawyers. There is no hyperbole to say
in our report to spend more than half their very such teams – along with the best US counterparts
substantial budgets internally, with Shell and – lead the industry globally. The 50 teams here –
Barclays particularly focused on driving efficiency. highlighted after weeks of research by my colleagues
In truth, as yet the impact of technology is James Wood, Tom Baker and Hamish McNicol – are
primarily felt in conference circuit rhetoric rather exemplary. And the revolution is still in full flow.
Chairman Content development Group director Address e-mails to: GC Powerlist
John Pritchard (Solicitor) manager David Goulthorpe firstname.surname@ Legalease Ltd
Eleanor King Tel: 020 7396 5628 legalease.co.uk 188 Fleet Street
Editor-in-chief London EC4A 2AG
Alex Novarese Head of sales Subscription enquiries
Senior sub-editor Lee Cashman Tel: 020 7396 9313 United Kingdom
Tel: 020 7396 9321 Tel: +44 (0) 20 7396 9292
Hannah Eccles Tel: 020 7396 5707 E-mail: subscriptions@
Managing editor legalease.co.uk Fax: +44 (0) 20 7396 9301
Senior business
Mark McAteer Content development development manager Copyright applies: no
Tel: 020 7396 5664 Harry Milburn Ben Lawless photocopying (Copyright
Research editor Ryan Smith Tel: 020 7396 5623 Licensing Agency Ltd
Business development and Publishers Licensing Printed and bound by
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Creative director manager Society Ltd licences do DG3
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Stephen Jones Baris Agun not apply). www.dg3.com
Senior reporter Tel: 020 7396 9310 Tel: 020 7396 5683 For licensed
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Tel: 020 7396 9319 Subscriptions and
Digital managing database marketing firm or company, please www.legal500.com/
Reporter editor manager call +44 (0) 20 7396 5648 gcpowerlist
Tom Baker Tom Myatt Phil Wass www.gcmagazine.com
Tel: 020 7396 9309 Tel: 020 7396 9308 Tel: 020 7396 5684 © Legalease Ltd 2018 www.inhouselawyer.co.uk
1
cornerstone.com
RECOGNISED FOR EXCELLENCE
Congratulations to the 2018 GC Powerlist
winners and nominees. We are proud
to be a sponsor of this annual event,
and to acknowledge the year’s outstanding
contributors to the legal profession.
CORNERSTONE RESEARCH
Economic and Financial Consulting and Expert Testimony
2
GC POWERLIST 2018|UK
Contents
10 Forming, storming, 17 Rising stars
norming and performing GCs of tomorrow
The UK’s leading in-house teams
The team elite
25 Energy
Perspectives: Alison Kay 27
Perspectives: Donny Ching 29
33 Financial services
Perspectives: Kate Cheetham 37
43 Insurance
49 Pharmaceuticals and
healthcare
53 Real estate, infrastructure
and transport
Perspectives: Philip Bramwell 57
65 Retail and consumer products
77 TMT
90 Index
CONTENTS 3
SPONSOR MESSAGE
Diversity on
the agenda
James Miller, RPC’s managing partner, highlights the
common theme of diversity in this year’s GC Powerlist
T
he best teams are founded on diversity. And As clients of City law firms like RPC, those
by diversity I mean diversity of thought, represented in the Powerlist are playing an
diversity of experience and diversity of increasingly leading role in ensuring diversity
leadership, as much as anything else. doesn’t just rise up the agenda, but stays there.
If ever there was a time to reflect on the importance What particularly struck me about the list of top-
of diversity – in all its forms – in the era of #MeToo, performing legal teams showcased in this year’s
#TimesUp and the gender pay gap, that time is now. Powerlist was also the diversity of organisations
Irrespective of whether studies show that greater represented, from start-ups to established
diversity delivers greater performance – they do – players; technology companies to retailers; and
ensuring we run balanced teams and organisations UK-headquartered operations to sprawling
that offer equal access and equal opportunity is global giants.
simply the right thing to do as human beings.
The business issues that these companies face will
And I’m saying this as a white, male, middle-aged be many and varied. It stands to reason, then, that
leader of a City law firm in the full knowledge that, the greater diversity in the teams advising them, the
as a sector, we have a very long way to go. Like other more commercially-valuable the advice they will be
sectors, we’re rightly being held accountable by giving. It’s about being able to consider commercial
our people, by the government and by the media. challenges from a range of viewpoints – the broader
Critically, we’re rightly being held accountable by our the range, the more complete the advice and the
clients, too. better the end result.
4 GC POWERLIST 2018 UK
RPC
Contact information:
Tower Bridge House
St Katharine’s Way
London E1W 1AA
www.rpc.co.uk
And, increasingly, in-house lawyers are having a So, having a strong sense of leadership and the
major influence on the ultimate end result: the right team around you is absolutely key. And, in my
bottom line. Over the six years we have been experience, balancing a shared sense of purpose
involved in the GC Powerlist, my perception is that with a good degree of autonomy helps to drive
the role of the in-house legal team has become the high-performance culture we all strive for. But,
progressively more critical to the successful running running through it all, is communication – if you
of businesses. The in-house lawyer has moved on don’t have open and fertile lines of communication
from being the moral compass to becoming an then, at best, you’ll have pockets of high-performing
indispensable business adviser to the board. A individuals. Great communication is fundamental
growing number are achieving that coveted seat at to great leadership – and both are fundamental to
the table. great teams.
That’s never more apparent than in a crisis situation This publication is a list of truly great in-house legal
– such as a major cyber incident – when, more often teams. Congratulations to all of those who have
than not, the GC and their legal team are at the heart been featured.
of managing the response. Caught in the maelstrom,
that’s no doubt a challenging place to be. But it’s a
significant opportunity to demonstrate commercial James Miller
value, too, not least when your share price can rise or Tel: 020 3060 6517
fall on the basis of the decisions you make. james.miller@rpc.co.uk
GC POWERLIST 2018 UK 5
CORNERSTONE RESEARCH
Contact information:
Cornerstone Research
4 More London Riverside
5th Floor
London SE1 2AU
www.cornerstone.com
Peter Davis,
senior vice president
020 3655 0910
pdavis@cornerstone.com
A solid foundation for effective and
compelling expert testimony
Cornerstone Research supports the world’s leading and useful insights from traditional sources,
law firms and corporations in their most complex including financial and transactional records,
matters. For more than 25 years, we have provided but also from non-traditional sources, such as
economic and financial analyses and expert emails and social media. Our ability to categorise
testimony in thousands of disputes, arbitrations and analyse these data sources efficiently and
and regulatory proceedings. effectively is crucial.
Clients rely on us for clear and objective Cornerstone Research has 700 staff in offices in
assessments. Our experts – both within the firm London and throughout the US. In Europe, we focus
and externally – include leading academics, on competition cases, international arbitrations and
authorities on a range of industries and former matters in the financial services sector.
senior government officials. The depth and breadth of our experience,
Today’s legal environment poses growing combined with our extensive expert network,
demands in terms of both data and analyses. provide clients with an unmatched level of
Clients not only need to quickly extract intelligence consistent high-quality work and effective support.
6 GC POWERLIST 2018 UK
FOX RODNEY SEARCH
Contact information:
Fox Rodney Search
100 Cannon Street
London
EC4N 6EU
020 7337 2700
www.foxrodney.com
Corinne Lennock, senior
consultant, legal and
compliance EMEA
020 7337 2722
clennock@foxrodney.com
Understanding the developing
role of the general counsel as a
strategic business adviser
The role of a general counsel (GC) has developed Senior lawyers who aspire to become GCs must expand
substantively over the last decade due to increasingly their business knowledge, gain diverse financial acumen
complex regulation, technological advancements and and develop strong leadership skills. Joining cross-
globalisation. GCs now bring more to the table than functional strategic projects is an example of how legal
just their legal expertise and act as strategic legal and talent can learn about other areas of a business and
business advisers to the chief executive and executive develop a broader organisation-wide understanding.
leadership teams. Recruiting and developing the right The quality of leadership is one of the most
talent has become harder and even more critical than important predictors of the success of an in-house
ever before. legal function. The combination of career experience,
GCs are now viewed as the go-to advisers for characteristics, competencies, values and motivations
chief executives and boards of directors on laws and determine an individual’s ability as a successful leader.
regulations, as well as public policy, ethics and risk. The most critical competencies required of today’s
In addition, GCs now possess broad financial acumen strategic legal adviser are organisational awareness,
and commercial understanding, leading them to ensuring accountability, collaborating by building
also participate in senior leadership discussions on relationships across the business and having the
complex business problems and to provide innovative courage and gravitas to challenge chief executives
solutions. The GC has become a principal member of and boards, when appropriate.
senior management teams and offers advice not just Overall, when appointing the next GC, it is
on legal matters but in helping shape discussion and important for organisations to look beyond legal
debate on broader business issues. expertise and consider broader business and industry
Among in-house senior lawyers, individuals that knowledge, as well as ethical values and cultural fit.
stand out have deep financial understanding, including
the ability to read balance sheets, interpret profit and For more information on the in-house corporate legal
loss statements and have the ability to collaborate and market, please contact Corrine Lennock:
develop close relationships with finance departments. clennock@foxrodney.com
GC POWERLIST 2018 UK 7
SAFELINK
Contact information:
4 Bond Street
St Helier
Jersey
JE2 3NP
www.safelinkdatarooms.com
Harry Boxall, director
020 8798 3140
Improve productivity, reduce costs
and engage your clients
Legal departments and law firms are under Providing tools that encourage the building of
increasing cost pressures and it is no longer about trusted relationships between law firms and their
doing more with less; it is simply a question of clients or internal legal departments with their
efficiency: top-quality output with less cost, panel firms requires flexibility and attention to
fewer people and fewer mistakes. This leads the the specific requirements of the relationship. The
enlightened to the hot topics of business and trade-off between security and convenience in the
digital transformation, which go hand in hand with technical age is ever-present when considering
technology and raise the issue of digital trust. issues of digital trust, and customisable tools that
Automation of processes, secure and instant give absolute security and the flexibility to meet
collaborative working and artificial intelligence specific reporting needs can be hard to find. Tales
provide huge opportunities for increasing of woe that appear regularly of data breaches and
efficiencies and quality, and creating the malware issues beg the question of who or what
transparency that engenders trust in the client/ will be next?
provider relationship. Coupling this with the At Safelink, security is at the heart of the delivery
inherent security advantages of such technologies, of all our services and is woven through every part
a firm awareness of the associated risks, and of the system. Coupling that infrastructure with the
adherence to an ever-changing regulatory and ability to customise tools to the degree that will
statutory landscape, gives the opportunity to simplify the delivery and receipt of legal services
create an environment of digital trust. strengthens the bond between client and legal
Safelink provides a highly secure means of service provider. While we do not pretend to offer
increasing the efficiency of smart delivery of the panacea to all these issues, we listen hard to
legal services to, and by, in-house legal what our clients are telling us and work hard to
departments and law firms, while adding deliver well-thought-out software that makes sense
strength to GDPR positioning. in the hands of the user.
8 GC POWERLIST 2018 UKYERRA SOLUTIONS
Contact information:
1 Fore Street
London EC2Y 9DT
0191 500 7835
www.yerrasolutions.com
Bob Storey, managing director,
legal solutions
bob.storey@yerrasolutions.com
General counsel take the lead
Congratulations on being named a leader among decades of collective expertise in helping GCs and
leaders! General counsel (GCs) have been blazing their counterparts in IP and compliance to advance
new trails in the legal marketplace for years and it is the operations of their functions – from selecting
a testament to your leadership to be named in the and implementing the right technology, to finding
GC Powerlist. Yerra Solutions is proud to work with the right mix of in-house and outsourced work, to
many of the GCs at the forefront of innovation in building and maintaining the reports needed to
the management of the in-house legal function. make better decisions.
In partnership with our clients, we address As you consider your position as a leader in
challenges central to legal and intellectual property this field, we hope that you will reach out to Yerra
(IP), e-discovery and investigations, and compliance. to explore the possibilities that our solutions and
Yerra’s consulting and technology-enabled managed experts have to offer. We are proud to celebrate
services drive greater efficiency and reduce risk in with you tonight and look forward to engaging with
the processes most critical to these functions. Our you again in the future. There is an opportunity
solutions cover the issues most central to running to continue the conversation at our sixth annual
your department – from responding to a discovery/ London Yerra Conference, which is dedicated to
disclosure order from a court or regulator, forming/ encouraging collaboration and the sharing of best
evaluating an outside counsel panel, gaining practices as a way to drive innovation forward. To
visibility and controlling legal spend, improving learn more about this event and about Yerra,
contract management or better managing the flow please visit www.yerrasolutions.com or contact
of work handled by internal staff. We also provide Bob Storey directly.
GC POWERLIST 2018 UK 9sponsored by
FORMING, STORMING,
NORMING AND
PERFORMING
Highlighting 50 market-leading teams, excellence
in-house is increasingly less about outstanding
individuals and more about operational sophistication
James Wood, Hamish McNicol and Tom Baker
W
hat makes a great corporate legal The teams featured in this year’s GC Powerlist
team? It is a question general highlight the level of managerial development that
counsel (GCs) surprisingly often has entered the legal function, through trial and
struggle to answer. This lack error and the influx of a lot of bright people over
of familiarity with the stock definitions of the last decade, more than leadership theory. One
management theory should not be interpreted indication of that sophistication is the growing
as a sign of operational incompetence, though. number of senior business service professionals
‘The most common attribute any company highlighted by GCs as leading figures within their
looks for when hiring a GC is the ability to manage teams. Jack Diggle, head of Elevate’s global legal
and lead a team,’ says Siobhán Lewington, consulting practice, sees this as a shift that will
managing director of legal recruitment boutique increasingly define the industry.
Fox Rodney Search. ‘The interview process is ‘Legal teams have always been idiosyncratic
designed to highlight those skills and it is all but in their structure. The finance department of
impossible to become head of a legal department any large corporation will have around 10% of
now without an innate flair for teambuilding.’ its staff in an operations layer that focuses on
10 GC POWERLIST 2018 UKGC POWERLIST 2018|UK
‘Legal is not immune to
change; it just hasn’t had to
change for a number of years.’
Ned Staple, ZPG
Photographer: Brendan Lea
Standing (L-R): Ned Staple, Emily Inglis, Angela Chow; Seated: Amelia Guilfoyle, Michael Haynes
OVERVIEW 11sponsored by
METHODOLOGY AND CRITERIA
The research process for the GC Powerlist has began researching the report via interviews with
grown substantially since the first report was senior lawyers in-house and private practice to
published in 2013 and now encompasses canvass nominations. The core team comprised
online nominations as well as substantial research editor James Wood, senior reporter
interviews with senior general counsel (GCs) Hamish McNicol and reporter Tom Baker, who
and private practitioners. have all regularly covered in-house and deal with
The first stage for the 2018 report began in GCs for Legal Business and The In-House Lawyer.
early December with the launch of an online The research period continued into late
survey to canvass recommendations for February, with the final names reviewed by
outstanding legal teams. Legal Business’s senior editors, from which we
The online survey posed the following aimed to draw up a list of 50 outstanding teams.
questions: With the core team research, we were
looking to identify teams that have a strong
• Which in-house legal team would you track record in developing talent, implementing
highlight as outstanding in terms of its all- inventive and thoughtful new projects and
round contribution to business? systems, and those with a demonstrable record
of working on successful initiatives.
• What qualities would you say make this Weight was given to teams that received
team outstanding? multiple recommendations or those that could
demonstrate commercial qualities beyond
• Which, if any, individuals in the team legal skills. Even more weight was given to the
would you highlight for their exceptional seniority and credibility of those nominating
personal contribution? or vouching for teams. We in addition often
looked for credible third-party citations.
• Which senior business services or The criteria for rising stars was relatively
operational professional stands out in the simple: we were looking for outstanding
team and why? individuals at GC level at major companies
operating in the UK who are already taking on
We also asked for citations on ‘rising star’ in- leadership roles and demonstrating exceptional
house counsel for a smaller section on up-and- qualities. Evidence of leadership roles beyond
coming lawyers, focused on lawyers broadly the legal function, progressive thinking and
between the ages of 30 and 45, operating strong interpersonal skills were also cited as
below group GC or a large divisional GC role. key factors. Primarily we were focusing on
Separately, a team of journalists in December lawyers in their 30s through to their mid-40s.
innovation, transformation and improvement. Legal Its European president, deputy legal counsel for
historically never had that layer – it just had lawyers. worldwide legal operations at cloud computing
The benchmark of maturity was having a few provider VMware, Áine Lyons, has a longstanding
administrative staff.’ Diggle sees things changing: interest in the field. ‘When I first began studying
‘Over the last five years, operations professionals the processes and operations underpinning a
have started to enter legal teams and manage legal function, I realised just how much I had
their processes. This has been accelerating rapidly overlooked by thinking about it from a lawyer’s
over the past 18 months and will reach a tipping perspective. Many of the techniques that improve
point soon.’ a department’s performance require no legal
The Corporate Legal Operations Consortium, insight, though having a legal background certainly
better known as CLOC, has been the chief proselytiser. helped me command credibility in discussions with
Officially launched in 2016, the San Francisco-based external counsel.’
group already counts around a quarter of the Fortune Lyons was also at something of an advantage
500 among its membership in the US. In early 2018, in working at VMware. ‘As a business we have
CLOC held its inaugural conference for the group’s some of the most advanced sourcing processes
European chapter in London. in the market and our own suite of cloud-based
12 GC POWERLIST 2018 UKGC POWERLIST 2018|UK
Photographer: Jo Hanley
applications to draw on. But I always emphasise
that the legal operations playbook can work for
‘When I speak to other
any company. You don’t need to have a tech-heavy
structure to get the benefits.’
GCs about my team,
Maria Passemard, head of legal projects at the
John Lewis Partnership, is a prime example. Over they are surprised. They
the last two years, Passemard has reorganised the
retailer’s legal function and introduced a number realise there are a lot of
benefits to bringing in
of technologies, including DocuSign and Riverview
Law’s artificial intelligence platform, Kim. ‘Working
in an operations role within a fairly traditional
business has shown me just how much we can non-legal skills.’
accomplish by turning tacit, black-letter law into
a business process,’ she notes. ‘Reducing lawyers’ Carolyn Jameson, Skyscanner
involvement in the commercial contracting process
is something any legal team can look at.’
The growth of legal ops was particularly evident function. The Aviva team was also cited for the
in the financial services teams profiled this year. influential roles played by non-legal staff, such as
Alison Gaskins, chief of staff to Barclays group GC business manager Gordon Mead.
Bob Hoyt, is cited as one of the standout figures. In spite of its growing prominence, the UK’s
Gaskins now works alongside head of legal legal ops scene remains a close-knit community.
operations Jon Doyle, a former wing commander in Familiar figures on the circuit include Mo Ajaz,
the Royal Air Force who began his career at Barclays group head of legal operational excellence at
as programme manager in the credit derivatives National Grid; Klaas Evelein, global legal operations
OVERVIEW 13sponsored by
lawyer, which is ironic since we are being asked to
help reduce the legal spend.’
It would also be wrong to see the absence of
operations as a sign of a poorly-structured team.
Legal & General’s Geoffrey Timms comments: ‘You
have to be careful not to create an added layer of
bureaucracy for the sake of it. We have introduced
technology where it is appropriate, but unless
you’ve got a vast claims portfolio or some other
commoditisable work sitting around, it makes
more sense to build a team that excels in the more
intuitive and intelligent aspects of legal work.’
Knowing how and when to use technology is an
increasingly insistent theme for legal teams. ‘We’ve
looked at about 90% of the contract management
tools out there,’ says ZPG GC Ned Staple. ‘The issue
is, you don’t want to make the investment several
times. The technology itself can be very expensive,
but the bigger cost comes in the time it takes you to
familiarise the team with it.’
The high cost of legal technology has
encouraged lawyers to develop their own solutions.
Rob Green, legal director and data privacy director
at Canon Europe, worked with lawyers across the
company to build a self-service portal. ‘We initially
decided to go down this route because the cost
‘Many of today’s of third-party systems was too high, but the end
product works as well as anything we could have
graduates will go on bought in,’ comments Green. ‘Sitting down as a
team, and thinking about what we do and how we
to work in a corporate do it, was a great way to refocus minds on the role
we play in the business. I would encourage others
legal team and if the to look at developing their own software before
turning to external providers.’
universities are not Finding lawyers capable of developing software
is likely to be the biggest obstacle GCs face here.
teaching the skills they Skyscanner GC Carolyn Jameson has sought to bring
a diverse skillset to the team, though she says it
need, it will fall on GCs remains unusual. ‘When I speak to other GCs about
my team they tend to be surprised. They realise that
to educate them.’ there are a lot of benefits to bringing non-legal skills
into the team, but it does not yet appear to be a big
Claire Debney, Shire part of wider recruitment strategy, largely because
these are the hardest skills to find in the market.’
Edinburgh’s rich tech scene has helped Jameson
bring in young lawyers such as Anoop Joshi, a
director at Unilever; and Claire Debney, director of former software developer at CodeBase, and fellow
legal strategy and chief of staff at Shire. Vodafone is coder Craig McIntyre, who completed his training
often cited as one of the most enthusiastic teams for contract with Skyscanner a year ago. But, she adds,
empowering business services thanks to figures like GCs are facing increased competition from law firms
Steven Jebb, who heads the company’s innovation in the scramble to find lawyers with a background in
and change strategy and has been re-examining its data law, cyber security and IT.
contracting models alongside Kerry Phillip, who has Finally, this year’s Powerlist shows a growing
been helping to implement Riverview’s Kim. interest in developing in-house career paths. Canon,
The wider impact of this on legal teams is GSK Consumer Healthcare and Shire all stood out
less certain. As one senior figure in the legal ops as notable examples of teams that have looked to
community notes: ‘In most companies you will address the skills gap between private practice and
struggle to match the salary of a mid-level in-house in-house.
14 GC POWERLIST 2018 UKPhilip Bramwell, BAE Systems (see ‘Perspectives’, page 57)
15sponsored by
Nick Reid, The Carlyle Group
(see team profile, page 35)
Shire’s Debney, who is currently implementing the skills they need to thrive, it will fall on GCs to
a transformation project dubbed POD (for people, educate them.’ Canon’s Green adds: ‘There are a lot
operations and development), comments: ‘Many of of things you don’t know when you move in-house.
today’s graduates will go on to work in a corporate Often, when someone is deemed to be failing
legal team and if the universities are not teaching in a role, it is because they are not aware of tacit
expectations. [In-house roles are] so fluid now, and
touch on so many things outside the law, that we
‘The most common need to really rethink how we go about recruiting
and training the next generation.’
attribute any company All of which suggests that, however slowly,
the market is shifting. As ZPG’s Staple concludes:
‘Legal is not immune to change; it just hasn’t had
looks for when hiring to change for a number of years. In many ways it is
a bonkers, upside-down market. The true sign of a
a GC is the ability to strong legal team is its ability to change that.’
james.wood@legalease.co.uk
manage and lead a team.’ Additional reporting by
Siobhán Lewington, Hamish McNicol and Tom Baker.
Fox Rodney Search
16 GC POWERLIST 2018 UKRISING STARS
GCs OF TOMORROW
Our research into the leading in-house teams
also sought out those likely to lead those
teams in the future. Here are the upcoming
corporate counsel making their mark
Kendra James, The Financial Times Photographer: Brendan Lea
17sponsored by
Mark Oliver Claire Singleton
Deputy general counsel General counsel – corporate and Legal & General Capital
HEATHROW AIRPORT LEGAL & GENERAL
Last year, Mark Oliver was One of the distinguishing features of the Legal & General in-house team,
promoted to the role of says group GC Geoffrey Timms, is its close involvement in transactional
deputy general counsel (GC) work. Claire Singleton, who handles all the company’s significant M&A
at Heathrow Airport, where deals, has been a particularly important figure. Last year she ran Legal &
he supports GC Carol Hui. A General’s sale of its Mature Savings unit to Swiss Re, a £650m disposal.
commercial lawyer by trade, ‘Claire was the absolute fulcrum of that deal,’ says Timms. ‘Her involvement
Oliver’s role has broadened was not restricted to the legal aspects of the sale. Right from the genesis to
to include working with the the closure, she was the point person who made it run. That’s what makes
communications office on her such a great member of the team – she makes the machine work.’
matters surrounding the In her role as GC of Legal & General Capital, Singleton oversees the
airport’s construction of a bulk of the company’s real estate portfolio and was closely involved in
third runway. the acquisition of CALA Homes, the UK’s tenth-largest housebuilder. ‘She
He is, says Tom Bray is greatly admired by senior colleagues, including [chief executive] Nigel
of Eversheds Sutherland, Wilson,’ adds Timms. ‘She has an inner steel but acts in a way that doesn’t
‘dedicated, focused and alienate people. That is a rare combination of qualities and it helps her
particularly adept at handling take people along with her through the various stages of a project.’
internal stakeholders, as Wilson says Singleton has played a ‘pivotal role’ in transforming the
recently evidenced by the business, adding: ‘She is so good at complex M&A that people have almost
excellent relationships forgotten how complicated these transactions are. We used to run bulk
he has forged with other purchase annuity deals with an average size of £10m, now it is taken as the
parts of the business. He is norm for us to run a £4bn deal.’
also excellent at managing
panel firm lawyers in an
open, straightforward and
transparent manner. This
allows an external lawyer
to provide the best advice
for the business, knowing
exactly what is required.’
Hui says Oliver’s support
has been invaluable in a
number of recent projects, Neil Laventure
including the recently
General counsel, legal head of global categories and R&D
announced franchise deal
granting Great Western
GSK CONSUMER HEALTHCARE
Railway (GWR) operation Described as ‘a FTSE GC in the making’ by Allen & Overy partner Matthew
of the Heathrow Express Appleton, Neil Laventure heads legal for Europe, the Middle East and
rail service. ‘He is not only Africa, global categories and R&D at the consumer healthcare division of
an excellent lawyer but a GlaxoSmithKline (GSK).
dedicated partner to the Until last year, Laventure was based in GSK’s Singapore offices,
business’, says Hui. ‘His sense where – says Ed Barnett of Latham & Watkins – he ‘achieved a great
of humour and pleasant deal for the business and showed himself to be a real talent’. Brian Sher
manner have won him lots of of CMS Cameron McKenna Nabarro Olswang adds that Laventure has
supporters and he is showing ‘demonstrated a number of qualities which mark him out as outstanding.
all the characteristics you He has excellent management skills. People want to be in his team and to
would expect to see in a GC work with him and for him. He is also very sophisticated in his approach
of the future.’ to commissioning external advice, including breaking projects up into
their constituent parts. This makes him second to none when it comes
to translating complex legal opinions into practical, commercial advice.
Above all, he has a massive dose of common sense that helps him succeed’.
18 GC POWERLIST 2018 UKRISING STARS
FRS has a dedicated in-house
legal and compliance practice
that works with national and
global corporations on their
senior legal and compliance
resourcing.
• Search mandates at senior Barrie Lee, Senior Consultant
level, from sole in-house Compliance & Financial Crime
counsel to general counsel +44 (0)20 7337 2713
blee@foxrodney.com
and chief compliance officers
• Dedicated compliance Corinne Lennock, Senior Consultant
Legal & Compliance, Corporates UK
coverage in the financial
& Europe
services and corporate
+44 (0)20 7337 2722
sectors clennock@foxrodney.com
• Extensive global network Emanuele Cianci, Senior Consultant
Legal, Financial Services
• Trusted advisor to clients on +44 (0)20 7337 2704
international searches ecianci@foxrodney.com
• Supported by a dedicated Siobhán Lewington, Managing Director
global research practice +44 (0)20 7337 2709
slewington@foxrodney.com
London • Dublin • Paris • Dubai • Washington, DC • New York • San Francisco & Silicon Valley
Hong Kong • Singapore • Beijing • Shanghai •Sydney
www.foxrodney.com @FoxRodneySearch
RISING STARS 19sponsored by
“
Susannah Collier
Associate general counsel
– new energies
SHELL INTERNATIONAL
Michelle Davies,
Susannah Collier won wider Eversheds: She is
recognition from external peers.
As Shell moves its focus towards
the renewables industry, Collier
an embodiment
has effectively transitioned out
of an oil and gas background
of the best of
into having a good technical
grasp of renewables in a short
Shell’s wider
space of time.
She was also heavily involved corporate values.
in Shell’s successful bid for
Borssele III and IV offshore
windfarms in the Netherlands
and its acquisition of First
Utility in the UK. Eversheds
Sutherland partner Michelle
Davies comments: ‘Collier is
very well liked across her team
and is seen as an embodiment
of the best of Shell’s wider
corporate values. She’s been
successful in attracting some
of the best of Shell’s in-house
talent into her team as it
has grown. She also speaks
passionately and knowledgeably
about the business drivers
within Shell’s strategy.’
“
Thanks to a strong performance
on one of Land Securities’
The opening
biggest mandates in 2017,
Ian Petts is singled out as an of Westgate
outstanding figure in a quality
legal team. shopping
Deputy head of legal since
2014, Petts was instrumental in centre was a
securing the opening of Westgate
shopping centre, a £440m joint
venture with fellow property
long process,
Ian Petts
Deputy head of legal
developer The Crown Estate.
Tim Ashby, Landsec’s group
but Ian
services GC, comments: ‘It was a long
process with masses of work,
Petts ran it
LAND SECURITIES
GROUP
but he ran it confidently. Ian
Petts stands out.’ confidently.
20 GC POWERLIST 2018 UKRISING STARS
Kendra James
Senior legal counsel
THE FINANCIAL TIMES
Kendra James is senior counsel in
The Financial Times (FT) legal team,
where she advises on intellectual
property, commercial transactions
and brand strategy and manages
the FT’s worldwide trade mark
and domain name portfolios. Ian
Gruselle of Bristows, who supports
James on trade mark work, says:
‘She is quick to understand issues
concerning the clients’ rights,
whether it is in China, the Middle
East, Europe or the Americas,
taking strategic decisions to make
sure that the FT remains an iconic
brand protected around the world.’
GC Dan Guildford highlights
the important role she plays in the
company: ‘The FT is recognised
internationally for its authority,
integrity and accuracy of news
reporting, and her brand protection
work, which includes creating
and implementing internal brand
policies and guidelines, is therefore
hugely important to our business.’
James also advises on print and
distribution relationships around
the world, strategic commercial
partnerships, advertising and
marketing matters, brand updates
and refreshes, and key advertising
campaigns (including the FT’s
current ‘black and white’ campaign).
She established the legal team’s
first work experience programme,
which aims to give university-level
students from wider backgrounds
insight into in-house legal work,
and is involved in the FT’s Seasonal
Appeal, which raises donations and
awareness for charities.
Before joining the FT in
2015, James held roles with the
International Olympic Committee
in Switzerland, LOCOG (the
organising committee for the
London 2012 games) and the
Jamie Oliver Media Group.
Photographer: Brendan Lea
RISING STARS 21sponsored by
Anoop Joshi
Legal counsel
SKYSCANNER
The Skyscanner legal team has
been a prominent supporter of
local talent, running monthly
drop-in clinics for companies
affiliated with Edinburgh-based
tech incubator CodeBase.
Building these relationships
has in turn allowed GC Carolyn
Jameson to bring new skills and
approaches to the legal team.
Last year, Anoop Joshi joined
Skyscanner from Brodies. A
former software developer at
CodeBase, Joshi’s intellectual
property and IT law expertise
is combined with practical
experience of a variety of coding
languages. ‘Finding a lawyer with
that background is a godsend,’
says Jameson. ‘Matching those
skills with commercial nous
really sets [Joshi] apart.’ Joshi
“
has taken on a broad role at
Skyscanner and is currently
helping Jameson to implement
a GDPR compliance strategy
across the business.
‘Everyone who works with him
Angelique de Lafontaine
realises at once how smart he is,’
Senior legal adviser
adds Jameson. ‘He is a wise head
on young shoulders but is also BUPA
Penny Dudley:
very sparky and dynamic. I would
describe him as a model in-house
International healthcare
company Bupa recently
Angelique’s
lawyer in the tech sector.’ launched a digital innovation
incubator called Blue Table,
work has been
Finding a lawyer
supported by Bupa Customer
Lab. The initiative offers start-ups critical for us.
and small businesses a chance
with Anoop’s to pilot ideas inside Bupa over a
ten-week programme, with Bupa
background is looking for innovations that
address customer challenges in insurance and health.
a godsend. He Bupa senior legal adviser Angelique de Lafontaine has been the
legal lead for the incubator and worked closely with it throughout
is the model the last year. ‘She’s been a key part in developing strategic
partnerships in the innovation space,’ Bupa chief legal officer Penny
in-house lawyer
Dudley says. ‘What makes me really pleased about Angelique’s
contribution is that she’s been part of an agile team that has been
involved in a [digital] journey from the very beginning – her work
for tech. has been critical for us.’
22 GC POWERLIST 2018 UKRISING STARS
DIGITAL TRANSFORMATION:
TRUSTED RELATIONSHIPS
INCREASED EFFICIENCIES & QUALITY TO UNDERPIN
A TRUSTED CLIENT-PROVIDER RELATIONSHIP.
BE THE DIFFERENCE
SE C U R IT Y | C OL L AB OR AT I O N | GDPR | DIGITAL TRU ST
www.safelinkdatarooms.com
RISING STARS 23sponsored by
“
Victoria Halliday
Head of labour law
BAE SYSTEMS
Philip Bramwell: Of the
In early 2017, BAE Systems chief number of lawyers
executive Ian King announced
he would be retiring after nearly
a decade in charge of the global
that I worry are doing
defence giant. The company
simultaneously confirmed
too many hours,
that its chief operating officer,
Charles Woodburn, would take
Victoria is up there.
on the top job from 1 July,
having joined the company less
than a year earlier. The ensuing
management restructuring
came with a huge amount of
employment law work, led
by BAE’s head of labour law,
Victoria Halliday.
Group GC Philip Bramwell is
full of praise for his Australian
employment head, who has
simultaneously been leading
the first phase of BAE’s GDPR
compliance. He comments:
‘Victoria has just had an
enormous workload over the last
year. Of the number of lawyers
that I worry are doing too many
hours, Victoria is up there.’
“
Jonathan Keen advice during one of the
Senior counsel most important years of the
DIALIGHT organisation’s history’, adding:
‘Rarely, if ever, have I come Rarely, if ever,
Jonathan Keen is senior counsel at across as good a strategic-
Dialight, a FTSE-listed technology thinking young lawyer.’ have I come
company specialising in electrical Paul Ranson, former
products. Before joining Dialight GC of Vectura, says Keen across as good
in 2017, Keen served as assistant ‘demonstrated an ability to
GC at biotech company Vectura
Group, where he oversaw its
take on an exceptionally high
level of responsibility for
a strategic-
merger with Skyepharma to
create a new business with a
someone of his experience
– something that was only
thinking young
market cap in excess of £1bn.
Trevor Phillips, executive
possible through the high levels
of trust that I and the CFO had
lawyer as
chair of hVIVO Services and
former chief operating officer
in his professional judgement’.
Keen recently founded a new Jonathan Keen.
of Vectura, says Keen was industry group, Next Generation
‘fundamental in providing Counsel, which seeks to prepare
both legal and business young lawyers for life in-house.
24 GC POWERLIST 2018 UKTHE TEAM ELITE
ENERGY
Donny Ching, Shell
25sponsored by
“
As the business
became more
efficient,
why on earth
shouldn’t legal?
Alison Kay, National Grid
NATIONAL GRID world, and the expectation the The main project on National
General counsel: in-house team would rely much Grid’s books has been the
more on technology to streamline £13.8bn separation of its gas
Alison Kay
processes. A significant part of business, announced in late 2016
Team size: 200 that has been the oft-cited chief and internally dubbed Project
Major law firms used: operating officer at National Grid, Piccadilly. Linklaters and Eversheds
Norton Rose Fulbright, Mo Ajaz, who attracted multiple Sutherland advised, in what
Addleshaw Goddard, nominations for his work: ‘He’s Kay describes as an innovative
been hugely instrumental in the collaboration that provides a
Irwin Mitchell, Herbert
operational efficiency and he’s glimpse of the future of firms
Smith Freehills, CMS very well respected externally. working together, an ‘absolute
Cameron McKenna Na- People are looking to him simply must’ for its panel. Otherwise,
barro Olswang, DLA Piper, because National Grid has been the in-house team is dealing
Eversheds Sutherland, earmarked as having taken a big with a sea of regulatory change,
step in this direction,’ says Kay. particularly the next round of price
Linklaters, Berwin Leighton
Ajaz, who has been with controls set by energy regulator
Paisner, Dentons National Grid since 2002, Ofgem, effective from 2021.
The in-house legal team at was appointed head of legal Kay is most proud, however,
National Grid has transformed operational excellence in 2015. when talking about the team’s
itself over the last three years, The team is split into around focus on efficiency, words she
spurred by the realisation it was 30 lawyers in the UK and 80 in the confesses would never have
providing services that were not US, managing the core regulated come from her lips five years ago.
needed following an in-depth businesses in each jurisdiction. One example of this is working
analysis of the function. The wider From these teams, ten lawyers will on contract software in a bid to
business was changing with the transfer to National Grid’s new arm, automate at least 15 of its largest,
rapidly-moving energy industry National Grid Ventures, established most repeatable contracts by the
and there was a recognition the in April last year to look at new end of 2018.
legal function needed to move at energy opportunities outside ‘We still need legal advice
the same time. As National Grid those regions. To complete the in many, many areas, but it’s
group general counsel (GC) and realignment of the in-house team absolutely beholden to us to
company secretary Alison Kay puts as a business partner to National ensure that we do it at the best
it: ‘As the business changed its Grid, Kay refreshed its panel, possible price, only using it when
ways, and became more efficient cutting the number of firms from absolutely needed,’ Kay says. ‘We’re
and focused on process efficiency, 15 to 12 in 2015 and changing operating it as a true business and
why on earth shouldn’t legal?’ the emphasis to ensure it was an I have no hesitation in saying that
Another driving force was extension of the in-house team, none of it would have happened
broader changes in the legal delivering a more agile service. without Mo at my side.’
26 GC POWERLIST 2018 UKENERGY
PERSPECTIVES
Alison Kay, group general counsel and
company secretary, National Grid
The National Grid legal team has been business unit, that we know what our budget
repositioning itself. What’s changed? is, that we’re not springing surprises, that we
We started with a complete bottom-up are looking at the operational efficiency of
analysis of the services we provide across legal as a function. It is honestly something
the business and worked out we were doing we probably hadn’t done very well until the
things that weren’t needed. We began to last two or three years.
position the team to be much more strategic,
rather than doing the day-to-day legal advice, Your legal head of operations Mo Ajaz is
“
and in doing that we elevated the expertise well regarded externally. What role has
within the legal team, and also gave the he played?
business much more autonomy and power to I’m really proud of the focus we’ve had on
deal with some of the things that had been operational efficiency within the team – what
coming to legal unnecessarily. we can automate; what we can stop doing;
how we can work
How did you do that? better with the
We really focused on our
external panel: we did a
I don’t think any business; how we
decide if a piece of
review to ensure that we
had firms that matched legal team is too work is going to be
done internally or
small or too big to
the needs of the business externally, all of which
and were totally aligned drives efficiency;
with the goals of the getting lawyers to
legal team. have a COO. regularly timesheet so
we know exactly where
Why did it need to be the costs are falling.
repositioned?
The energy industry is changing beyond all When was the decision made?
recognition, at a faster pace than we ever A couple of years ago I decided I needed a
could have thought, which means the business person in charge of operational excellence and
is having to change. Legal needed to change I vowed that it would be a non-lawyer. Of
along with the business – as the business course, it was a lawyer. Mo has been hugely
changed its ways and became more efficient instrumental in the operational efficiency. He’s
and focused on process efficiency, why on very well respected externally and people are
earth shouldn’t legal? The other driving force looking to him because National Grid has been
was the legal world itself is changing – people earmarked as having taking a big step. I have
are expecting it to move with the times, to no hesitation in saying that none of it would
rely much more on technology to look at how have happened without him at my side.
they can view transactions as a process and
divide work up. You’re a convert to in-house legal chief
operating officers then?
Has it been a success? I completely and utterly believe every single
It has been really key to how successfully team should be doing it and I don’t think any
we’re regarded by the rest of the business. team is too small or too big. It can be naïve to
We’ve also tried to position legal as a think ‘we’re only a team of three or four lawyers,
business itself. There’s two definite strings: none of this applies to us’, because it does. I’ve
one is the culture of the business, but two, had a complete epiphany here. We’ve reduced
making sure that we are operating as a the budget by 25%. It’s real, tangible, progress.
27sponsored by
Donny Ching, Shell
ROYAL DUTCH SHELL ‘One of the hallmarks of Shell Roberta Lewis, a senior legal
General counsel: legal is that we do a lot of work counsel based in Houston, Texas.
in-house. It gives us fantastic Lewis received an internal Shell
Donny Ching opportunities to grow and develop award for network performance
Team size: 825 our lawyers, and to give them meaty after devising an invaluable crisis
Major law firms used: Clif- work to focus on.’ Ching estimates management handbook that was
ford Chance, Allen & Overy, that Shell’s external legal spend distributed to all of the company’s
Baker McKenzie is merely in the ‘low $100,000s for worldwide legal teams, spanning
some $1bn-plus deals.’ 52 countries.
For Donny Ching and his huge in- Shell’s legal team is broadly Ching comments: ‘Of our
house legal team, 2017 represented structured in alignment with the biggest risks, a big safety or
an extended period of integration business. As such, there are GCs for environmental problem, a refinery
following the mega-merger between corporate, litigation, intellectual fire or an explosion, is absolutely on
Royal Dutch Shell and British oil and property and compliance. The top of our risk matrix. How quickly
gas company BG in 2016. company has also recently can we respond to it? If something
Shell had publicly pledged to promoted Vincent Cordo, formerly were to happen, who do you call?
divest $30bn worth of assets to global sourcing officer, to a new Who are the people you would
help fund the $54bn acquisition central legal operations role. invite into the crisis management
that was completed in February ‘About three years ago we team? Roberta was instrumental in
2016 – a seemingly strenuous task. hired a pricing analyst from a law bringing together a proper toolkit.’
But according to GC Ching, Shell are firm,’ Ching recalls. ‘We have a very As with peers, 2018 will see
already over the $20bn mark. clear focus, so I said to him: “Vince, Shell contending with data privacy
It is clear there is a certain we want to drive pricing with thanks to GDPR deadlines. Helen
work ethic at Shell that enables our law firms.” He’s transformed Graham, Shell’s chief privacy officer,
the company to excel with such how we approach alternative fee will be ensuring that Shell stays
challenging matters and this is also arrangements, he knows how they compliant with the new regulation.
demonstrated by the proportion of calculate their rates and therefore According to Ching, it will be an
work that stays internal. Ching says we have pretty transparent uphill task: ‘Shell is the biggest
that ten years ago, 60% of work was conversations with firms. He’s really retailer in the world. We have more
handled externally, compared to shown us the opportunities.’ retail stores than McDonald’s and
40% internally. Now, it is the other Another member of Ching’s Starbucks. Therefore we have been
way around. team worthy of recognition is taking a lot of customer data.’
28 GC POWERLIST 2018 UKENERGY
PERSPECTIVES
Donny Ching, legal director,
Royal Dutch Shell
What makes Shell’s in-house legal team productive? How can we continue to drive
stand out? costs out?’
One of the hallmarks of Shell legal is that we We have a mantra now of ‘operational
do a lot of work in-house. It’s not just about the excellence’. It’s part of our transformation
cost: it’s a fantastic opportunity to develop our programme we launched last year where we
lawyers and give them meaty work to handle. want our lawyers to understand that improving
On the costs front, it always helps to do the big the work is the work. Every time they do a deal
projects in-house. For a lot of our $1bn-plus or work on a matter, they should ask how they
“
deals, our legal costs are likely to be in the low can improve and be more effective next time.
$100,000s, even below $100,000. We know our
counterparts sometimes spend multiple millions. Vincent Cordo, your central legal operations
officer, has been
Is that typical of your working to drive more
industry? I wanted to move efficient pricing from
It’s different. The deal external law firms.
we have struck with our the law firms away How receptive have
board is: ‘Allow us to they been?
develop and grow a large
legal team and we will
from thinking the It was a slow start. We
started in litigation, and
bring the work in-house.’
Since about ten years ago
only value they get when we brought in the
firms that did the most
when we started focusing
on this, we’ve shifted our
from us is in pure litigation work for us
globally and told them
spend. Back then we were
spending 60% external dollar terms. what we were going to
do, some said: ‘We’re
and 40% internal, but prepared to partner with
we’ve flipped that around. you on this.’ Some said
they weren’t interested, but that’s fine. There was
Aside from cost saving, what are the benefits enough of a group remaining that we’re happy
of keeping work in-house? to work with. It’s not as if there’s a shortage of
One of the things we absolutely hone in law firms out there!
on is business partnering. Ensuring that we We’ve also repositioned our relationship with
have lawyers that understand the business, our global panel firms, which we’ve shrunk from
understand the risks, understand the objectives; 12 to six. We had hundreds of local panel firms
that’s absolutely critical. You’re so much more around the world that we shrunk as well. We
effective and efficient. Otherwise, you have to said: ‘For those of you prepared to work with us,
brief external lawyers, they have to read into it we are prepared to invest in our relationship so
and it is hard for them to truly understand our that value flows both ways.’ I wanted to move
risk appetite. the law firms away from looking at Shell and
thinking the only value they get from us is in
Have any divisions of your legal team been pure dollar terms. We have started conversations
particularly active? and launched initiatives where we’ve offered
We’ve been strong across the board. The main firms in-house training opportunities,
challenge we’ve had is oil prices over the last presentations from our scenarios team and
three years or so. That’s forced us to knuckle business leaders, and secondments. We’re also
down. It’s forced us to ask ourselves: ‘How do sharing our learning from the BG combination,
we become more effective and efficient and and helping firms with diversity and inclusion.
29You can also read
