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Jessica Caws, co-head of financial services at Birketts, discusses creating a collaborative environment for her junior colleagues, the excitement of working on a matter at the forefront of regulatory change, and why as a lawyer it is important to develop the ability to critically analyze information early on.
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With recent guidance from the Solicitors Regulation Authority warning of the risks of artificial intelligence tools not providing the necessary safeguards to maintain client confidentiality, it should be a priority for firms to ensure that nondisclosure agreements are fit for purpose in AI-enabled deals, say lawyers at Baker McKenzie.
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Simon Hart, head of RPC's financial services sector, discusses the importance of leading with clear goals and a shared purpose, the challenge of keeping clients focused under sustained pressure, and why junior lawyers should resist the trend to become too specialized early on.
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Panos Katsambas, global co-lead of Reed Smith's financial industry group, discusses how dealing with adversity in world events enabled him to handle volatility in his practice, how private credit and fund finance are now dominating the financial industry, and why it is important to remember that the legal industry is a service industry.
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Edward Starling, Wedlake Bell's head of disputes, discusses how he endeavors to empower colleagues to excel, the challenges of improving client delivery and efficiency, and why junior lawyers need to be collaborative, commercial and creative.
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The Court of Appeal's recent decision in R v. FGD clarifies that the requirement to preserve the integrity of evidence given in court extends to the use of artificial intelligence, providing a clear warning to practitioners that coaching witnesses by any means is prohibited, say lawyers at Dechert.
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Kamal Chauhan, head of regulatory at Shakespeare Martineau, discusses how being mentored by senior business leaders shaped his leadership style, why it’s an exciting time to be expanding his practice’s team, and the importance of having an acute understanding of your clients' needs.
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Laura Houston, co-head of technology cross-stream at Slaughter and May, discusses how her enthusiastic nature drew her to artificial intelligence, the challenges of managing a complex, technology-heavy cross-border transaction, and how there is scope for greater coherence in digital regulation across the European Union.
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Paul Denham, head of Morgan Lewis' London finance practice group, discusses why working with nurturing partners helped him understand what good leadership should look like, how a Formula 1 financing transaction allowed a personal interest to cross into his day job, and the importance of being willing to adapt as markets change.
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David Vaughan, international disputes lead at Shakespeare Martineau, discusses how a European upbringing and working across different firms have shaped his leadership abilities, the challenges of representing a sovereign in a foreign court, and how proper global networks are needed to deliver results in cross-border disputes.
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James Duncan, Broadfield's head of U.K. funds, discusses how his journey to team leadership has had more twists than a Netflix thriller, how Brexit created a labyrinth of compliance, and why lawyers who thrive will be the ones who see change as both a challenge and an opportunity.
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Ronan Mellon, Mayer Brown's finance office practice lead, discusses how working in the City is like a parallel universe to growing up in rural Ireland, the challenges of working on a bond refinancing with a highly complex escrow arrangement, and why he is a fan of client secondments for junior lawyers.
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Louise Freeman, Covington's co-chair of commercial litigation, discusses how she combines a longer-term outlook with a fast-paced approach, the challenges of representing clients from six different jurisdictions, and why junior lawyers need to be ready to adapt and pivot to where the work is.
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While it may seem beneficial for general counsel to hire their own successor, firms should instead regularly assess succession plans to ensure that they remain aligned with organizational goals, and foster an environment that values innovation and fresh perspectives to ensure a more impartial process, says Jerry Temko at Major Lindsey.
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The Solicitors Regulation Authority's recent extension of whistleblower protections to law firm employees helps close the long-standing gap between professional and ethical obligations, but it does not fully resolve the cultural and structural barriers to reporting legal industry misconduct, says Georgia Learoyd at Howard Kennedy.