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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.
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Jonathan Herbst, Norton Rose's global head of financial services, discusses the importance of encouraging a team as a whole, how increasingly complex regulation means that deals come down to managing risk across multiple regimes, and why incremental short-term goals are just as important as longer-term plans.
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Andy Moody, head of Baker McKenzie's London disputes team, discusses the traits that he prioritizes as a leader, the unique challenges of international arbitration cases, and how global political and economic disruption is likely to generate more litigation and arbitration.
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Victoria Pigott, chair of Mishcon Private at Mishcon de Reya, discusses the challenges of lengthy multijurisdictional matters, how artificial intelligence helps lawyers deliver better outcomes for clients, and why curiosity is an essential skill for those joining the legal profession.
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As artificial intelligence implementation is causing clients' expectations of outside counsel to shift toward greater risk control and more transparent value, successful law firm transformation and the preservation of professional trust will require governance, training and accountability, says John Hutchinson at Broadfield.
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Sinéad Lester, Broadfield's head of commercial litigation, discusses how important it is for a leader to support their team in meeting deadlines, the challenges of not receiving instructions from a client in good time, and how the reforms to witness evidence continue to reshape how lawyers prepare cases.
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Miriam Bruce, Mayer Brown's head of business protection, discusses how being promoted on the eve of the pandemic was a baptism of fire in leadership, the challenges of multidimensional disputes, and why lawyers should invest in relationships, not just technical knowledge.
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The Bar Standards Board’s new guidance on the use of artificial intelligence in legal practice, following two recent cases highlighting risks of misuse, sends a clear message to law firm leadership that firms’ operational processes and the conduct of those who supervise now sit within the regulatory frame, says Marcella Rich at Williams Lea.