Posted on

Beyond black swans – Porsche Ibérica GC Teresa Minguez on why boards need a legal mind at the table

After more than a decade at CMS Albiñana & Suárez de Lezo, Teresa Minguez moved in-house to become executive legal director and general counsel at Porsche Ibérica. Combined with her governance roles at the Ilustre Colegio de la Abogacía de Madrid and ACC Europe, this gives her a unique lens on Europe’s structural volatility – and on why integrating legal judgement into board decision-making is a governance imperative

European organisations are facing unprecedented instability. How is this changing the role of the legal function in supporting boards and governance?

Volatility is no longer an episodic disruption for European organisations. It has become a structural condition. Geopolitical fragmentation, regulatory divergence across jurisdictions, supply-chain exposure, technological dependence and reputational risk now intersect in ways that defy linear planning and traditional risk frameworks.

What were once labelled ‘Black Swan’ events, rare, unpredictable, high-impact shocks, have become recurrent. For boards, the critical question is no longer whether the next crisis will emerge, but whether governance structures are equipped to operate when precedent, models and even regulation provide only partial guidance.

In this environment, legal judgement is no longer a supporting function. It is a core governance capability.

If disruption is now constant rather than episodic, what does that mean for how boards assess and manage risk? How does the legal function contribute to that process?

Boards increasingly face situations where legal permissibility does not equate to organisational legitimacy. Sanctions regimes, ESG-related scrutiny, divergent national enforcement practices and shifting societal expectations often place organisations in scenarios where the law answers, ‘Can we?,’ but not ‘Should we?,’ nor ‘What will this mean for your credibility across markets and stakeholders?’

This gap between legality and legitimacy is particularly acute in Europe, where organisations operate across multiple jurisdictions and under heightened scrutiny from regulators, investors, employees and civil society. Navigating these tensions requires more than technical compliance. It requires governance judgement.

European corporate governance has traditionally been grounded in compliance and regulatory certainty. As that is no longer sufficient, what does it require from legal leaders today?

The role of the general counsel has evolved decisively in recent years. European general counsels operate at the intersection of law, strategy and institutional integrity, with a panoramic view of regulatory risk, stakeholder expectations and long-term value.

At board level, this perspective is indispensable. In moments of disruption, the general counsel’s contribution extends far beyond legal analysis. It involves structuring complex information for decision-makers, clarifying cross-border implications, and helping boards understand not only the immediate legal exposure, but the longer-term institutional consequences of their choices.

This dual focus, immediate decision-making and future accountability, mirrors the fiduciary responsibilities of the board itself. It is precisely why legal insight belongs at the centre of board deliberations, not at the periphery.

How is this environment changing the role of the general counsel at board level when the rulebooks don’t provide clear answers?

The most difficult decisions rarely arise in areas of clear prohibition. They emerge in grey zones, where EU and national frameworks are evolving, fragmented or silent, and where expectations are shaped as much by societal norms as by formal obligations.

In these circumstances, ethics should not be treated as an abstract moral overlay, nor as a subset of compliance. Ethics function as a governance tool: they protect the organisation’s licence to operate and preserve trust across diverse European stakeholder landscapes.

In this context, boards increasingly rely on the general counsel to articulate not only legal risk, but also the ethical, reputational and institutional dimensions of strategic decisions. The quality of this guidance often determines whether an organisation navigates crisis with its credibility intact or emerges fundamentally weakened.

Transparency, consistency and principled reasoning brought to the table by in-house counsel become strategic assets. They enable boards to take defensible decisions even when outcomes are contested.

You describe legal governance as a driver of resilience. How can organisations embed this more effectively into their structures?

Resilient European organisations are not defined by their ability to avoid disruption, but by their capacity to absorb shocks without compromising values or strategic direction. This resilience is built through governance structures that encourage informed challenge, cross-functional dialogue and clear accountability at board level.

Legal insight plays a central role in this architecture. Properly embedded, it acts as an integrative force, connecting risk management, compliance, finance and strategy, and ensuring that decisions are assessed through a long-term, institutional lens.

Equally important is learning. Each crisis exposes weaknesses in governance and decision-making. Capturing these lessons and embedding them into board processes is essential to strengthening resilience over time.

Looking ahead, what will effective board leadership in Europe require as uncertainty becomes permanent. What role should legal expertise play within it?

As uncertainty becomes a permanent feature of the European business environment, the distinction between legal leadership and governance leadership continues to narrow. Boards need voices that are comfortable operating without complete information, that understand fiduciary responsibility in its broadest sense, and that can weigh legal, ethical and strategic considerations with equal rigour.

In this context, legal expertise is not an auxiliary function of the board. It is foundational. The general counsels brings judgement, institutional memory and a long-term perspective that no predictive model can replace.

When the next ‘Black Swan’ arrives, and it will, European boards will be defined not by the sophistication of their forecasts, but by the quality of their governance. Ensuring that legal minds have a seat at the table is no longer optional. It is a governance imperative.

Posted on

Lazada Group GC Loh Bee Kee on legal leadership in a shifting world

Loh Bee Kee, the Singapore-based GC at e-commerce giant Lazada, talks strategy shifts, perception risk and why legal ops are central to building a future-ready team 

First of all, what led to your current role as GC of Lazada? 

I started out as a litigator. Eventually, wanting to be in the room when the decision is made, rather than be the one who cleans up the “mess” after the dispute has occurred, I decided to become an in-house counsel. My early years in Lazada were spent building many things from scratch as the company and the e-commerce industry were still nascent. Now that both Lazada and the e-commerce industry have matured considerably, my role as General Counsel has shifted the focus to risk management and scaling the team’s operations. 

You’ve mentioned before that change is constant in a tech business. What’s been keeping you and your team busiest recently?

Constant change is integral to a tech company. As part of Lazada’s constant innovation, the legal team supported a multi-year shift in the commercial strategy, which involved rethinking how products, product reviews, recommendations and sales channels were presented on the platform. 

What did that mean in practice for the legal team? 

A couple of years ago, we also trialled a new “Choice” product funnel, which integrates supply chain and store management into the existing e-commerce platform offering. This required the team to have broader expertise of the entire lifecycle of a product on our platform, including sourcing, promotion, sale and logistics. 

 So it’s not just about transactions or compliance — it’s about understanding the full commercial journey? 

Exactly. The team needs to understand the entire product lifecycle in order to properly support innovation at scale. 

When things are uncertain — whether internally or externally — how does your role change? 

When things are in flux, it is important to be very clear about what remain the priorities and what are distractions. It is especially important that I, as well as the senior leaders in my team, help the management and other decision-makers to identify what the core issues are through the noise of uncertainty. 

 How do you keep your own team steady during that kind of environment? 

Constant communication within the team helps the members to process what they are seeing and feeling about what’s going on in the organisation, and also to bring focus back to their core duties. 

Is that more about legal judgement — or leadership? 

It’s both. You need clarity of legal thinking, but you also need to create stability for others. 

We can’t ignore the geopolitical backdrop at the moment. How much does that factor into your day-to-day risk assessment? 

While Lazada, being in Southeast Asia, is not directly in the line of fire between the West and China, we are seeing increased impact of the geopolitical tension on our business decisions. As Lazada is part of the Alibaba Group, we are extremely mindful of how our actions may be perceived as actions of our parent group, and by extension, of a “Chinese business.”

So perception risk is now part of legal risk? 

Particularly when we deal with government agencies and regulators in our region, we have recently included in our decision-making an assessment of how our actions may be perceived by the local governments and the public. We also now engage more closely with our government affairs team to jointly assess the potential impact of all major decisions. 

Has that changed how early legal gets involved? 

It reinforces the importance of legal and government affairs being involved at the earliest stage of strategic decisions. 

Outside of the day-to-day demands of the role, what’s something you feel particularly strongly about? 

I am a loud advocate of better legal operations and technology in the legal team’s work. To me, the continuity and strength of a legal team do not solely rely on the team’s ability to recruit and retain well. The team needs to be able to build on the organisation’s knowledge and lessons learned, and be able to transform these into tools that can preserve the team’s efficiency and continuity — even during periods of instability in the workforce or work capacity. 

When you talk about legal operations, what does that mean in practice? 

My focus on legal operations is not just adopting or developing shiny new tools. Instead, I have dedicated resources at both Lazada and Alibaba International level to examine how the team is working, identify where we are spending more time or effort than ought to be required on a task, execute (big or small) improvements to processes and tools to improve those inefficiencies, and to leverage latest technology to develop new tools to guide decision-making and daily operations. 

So it’s really about building institutional resilience?

Exactly. It’s about making the legal function stronger than any one individual. 

Posted on

Trowers takes high-profile restructuring role as Mandelson-founded advisory firm collapses

Trowers & Hamlins has won a high-profile restructuring role on the administration of Global Counsel, the advisory firm co-founded by Lord Peter Mandelson.

The news comes after weeks of intense scrutiny over Mandelson’s historic connections to late sex offender Jeffrey Epstein, with Global Counsel subsequently losing a succession of major clients.

Interpath – the restructuring business spun out of KPMG in 2021 – was officially appointed as administrators to Global Counsel today (20 February), with Trowers acting as legal adviser to Interpath.

In a statement, Interpath said: ‘In the wake of ongoing public scrutiny of the company’s co-founder Peter Mandelson, a number of the company’s clients have recently cut ties with the firm. The significant financial impact of this on the business has left the directors with no option but to seek the appointment of administrators. The business has ceased to trade whilst the administrators consider their options.’

Interpath UK CEO Will Wright and managing director Steve Absolom are acting as joint administrators.

In a statement posted on LinkedIn, Global Counsel – which was founded in 2010 – said: ‘After an exhaustive review of the options available to the company, the board of Global Counsel has decided to ask the UK courts to appoint Interpath as an administrator to take control of and realise the assets of the company’.

Mandelson stepped down from Global Counsel’s executive board last year, and in early February this year the company announced the complete divestment of his shares and the resignation of the co-founder and CEO, Benjamin Wegg-Prosser.

However, despite this, the company said that Mandelson’s role as a co-founder and his conduct had ‘indelibly coloured the way Global Counsel is seen in the outside world.’

Mandelson is also reportedly being advised by Mishcon de Reya, following the news the Metropolitan Police have launched a criminal investigation into the former Labour minister over allegations of misconduct in public office. He denies any wrongdoing. Mishcon declined to comment.

Mandelson was dismissed as ambassador to the US last September 2025 after emails revealed continued contact with Epstein following his conviction for sex offences.

Posted on

Norton Rose Fulbright hits $2m in PEP as turnover approaches $3bn

Norton Rose Fulbright notched double-digit increases in both revenue and PEP in 2025, with the firm seeing a strong financial performance in the US and globally.

The firm boosted its global turnover by more than 16%, closing in on the $3bn mark with $2.8bn in total.

Profit per equity partner (PEP), meanwhile, soared by 27% to hit $2m, with revenue per lawyer (RPL) climbing by nearly 14% to $824,000 globally.

Equity partner headcount also grew slightly over the year, edging up 1.3%, while a three percentage point increase took the firm’s profit margin to 38%.

The firm’s US operations outpaced the rest of the business, with revenue there growing by more than 23%, to $1.2bn, and PEP surging by 32% to $2.7m.

The US also outperformed on RPL, which increased by more than 16% to $1.4m, even as headcount across the firm’s 12 US offices grew by nearly 5%.

NRF, which operates under a Swiss verein structure, merged its EMEA and APAC businesses in 2025, with EMEAPAC now accounting for 41% of its global revenue, at $1.1bn.

The firm now consists of three business units and profit pools across EMEAPAC, Canada and the US.

Norton Rose’s Canada offices represent the smallest of its operations, contributing 18% to its overall revenue in 2025.

Peter Scott, global managing partner for EMEAPAC said: ‘We enjoyed an exceptional year across the board with strong performances on both the transactional and disputes side.’

He continued: ‘This universal uptick across our practices was helped by a rise in cross-border work, particularly with more complex and longer-running mandates involving lawyers from several of our offices around the world.’

In January, Scott was reelected as managing partner for the EMEAPAC region for his third consecutive three-year term.

Meanwhile Farmida Bi, chair of EMEAPAC at Norton Rose, was granted a peerage this year by Prime Minister Keir Starmer for her services to law and charity.

The firm announced last year that it was withdrawing from South Africa, with its three offices in Johannesburg, Cape Town and Durban spinning off from the Norton Rose Fulbright verein by 31 March this year.

[email protected]

Posted on

‘You have to keep swinging’ – Paul Hastings leaders on building London and cracking the global elite

The leaders of Paul Hastings are unapologetically bullish about the firm’s ambitious plans on both sides of the Atlantic, and it’s going to take more than a few partner departures to deter them.

So far this week, the firm has made two new partner hires in London, taking its tally to more than a dozen globally since the start of 2026, and it has more on the way.

‘We’re just scratching the surface of where we can go in London,’ the firm’s chair Frank Lopez tells Legal Business in an interview before the latest hires were announced. ‘We want it to be our clear number two office, after New York.’

Lopez views the two cities as the twin hubs in Paul Hastings’ global footprint. This week’s London hires take the total number of UK laterals to nine in six months but Lopez has more in the works. M&A, where Paul Hastings has added 25 partners globally over two years, and private equity are particularly earmarked for growth.

‘We think about both offices as the anchors of our global footprint – the two financial hubs of the world,’ says Lopez. ‘Everything we’ve done there over the last few years has been consistent. We build in New York, then we build in London.’

The numbers

Looking at headcount, the numbers speak for themselves in terms of ambition. New York has grown from around 290 lawyers to more than 500 in just over two years, while London has expanded from 140 to almost 200.

Revenue has climbed in tandem, with London fee income projected to be up by more than 20% to $260m for 2025 – double what it was three years ago. London now brings in roughly 10% of the firm’s global revenue, which also rose by 20% to $2.68bn last year.

While the firm has a long way to go until it nears the size of a Latham & Watkins or Kirkland & Ellis in the City, its 2025 London revenue alone would be enough to place it comfortably within the top half of the LB 100 – Legal Business’s ranking of the biggest UK firms by their global revenue – not far behind Travers Smith. It currently sits within the top 30 by global revenue, but wants to improve on this, and expects London to play a big part in this growth.

As Lopez explains: ‘The growth rate in London has been extraordinary, but all our practices there are in stage 2-5 of a 10-stage lifecycle. So, although it’s been a fun ride to get where we are, our goals are to get that office from $250m to $500m over three or four years.’

Aggressive recruitment

The Bishopsgate office now houses around 14 of the firm’s key practices, with its aggressive recruitment drive bringing in roughly 30 partners in the City over the last three years.

In contrast to many US rivals, Lopez and global managing partner Sherrese Smith – who are based in New York and Washington DC respectively – are front and centre of the recruitment drive both in London and globally.

The pair have built a reputation for taking the lead in conversations with potential laterals and for being willing to pay top-of-market rates to secure the right talent.

Anecdotally, the vision Lopez presents is frequently referenced by new hires as a key driver behind their moves. And, speaking to him and Smith, it’s apparent that their time commitment to the recruitment process can be as significant as the financial promises they make.

‘Our outreach starts with those who are the right fit and talent for our growth plans,’ says Smith. ‘Whatever will be the most impactful contact, we’ll do that, but typically the outreach starts with us. We bring in people whose skillset and relationships enable exponential growth for both them and our platform, to help us continue building and gaining market share.’

‘The common denominator that we’re looking for from every lateral joining us is that they are a builder’

‘We know exactly what our strategy is, exactly which practice and which geography we want to grow in. Then it’s about whether we’re able to identify the people we believe fit the profile to help us gain market share,’ adds Lopez. ‘If we can’t get those people, we’re not going to the next 10 – it’s about getting the right people to immediately make an impact.’

To maintain momentum, they say they look for laterals who are motivated to build something new, arguing that the firm’s relative immaturity in markets like London means it is better able than most to offer this opportunity.

‘The common denominator that we’re looking for from every lateral joining us is that they are a builder,’ stresses Lopez. ‘There isn’t really a push factor from their firms, so the pull factor becomes whether they’re excited about building a personal legacy, a practice legacy, a firm legacy.’

Smith adds: ‘If someone does not have to leave their firm, they’re only going to look elsewhere if they see an opportunity. That’s an opportunity for their own growth and an opportunity to be impactful on our platform. So it’s us saying here are the opportunities for you and the opportunities for us. Providing that information and showing how it plays on both sides.’

Turnover and exits

As evidenced by last week’s news that high yield and restructuring partners Patrick Bright and Will Needham are set to depart for Sullivan & Cromwell, Lopez and Smith acknowledge that growth has not always been linear, with some offices, including London, shrinking at times amid partner exits.

Questions have long been raised about how fast the firm’s door has been revolving in both directions, with other high-profile departures in London include a three-partner private equity team led by Anu Balasubramanian leaving for Goodwin in December, while infrastructure partners Jessamy Gallagher and Stuart Rowson left for Freshfields roughly a year ago, having joined in February 2023.

’Sometimes when you’re building offices you have a bit of a reset and things can get smaller – London was like that a few years ago, it was a bit stale,’ admits Lopez. ‘But now, we’ve created a renaissance and we have a lot of momentum,’ he insists.

The firm has faced criticism that, as it seeks to grow its market position and revenues, it has been quick to move partners on, with rivals suggesting the desire to bring in those who can ‘immediately make an impact’ may mean that in addition to losses the firm would rather not see, it has also been quick to move other partners on.

It’s an argument Lopez and Smith deny. They maintain performance is assessed on strategic fit rather than speed of return but are open about their deliberate plans to improve the quality of all of the firm’s offices and teams.

‘We’ve created a renaissance and we have a lot of momentum’

Notably, after Gallagher and Rowson left last year, the firm responded by taking on an eight-partner infrastructure team from White & Case, spanning offices from London to Paris and Abu Dhabi. Rowson and Gallagher had themselves succeeded a team which moved to DLA Piper.

Speaking openly about the firm’s lateral process, Lopez insists that the overall success rate is very high.

‘Our lateral strategy is an introspective exercise where we think there is pent-up demand in our client base and that the attraction of premier talent in a specific practice area or geography will provide exponential growth,’ he explains.

‘That does not mean that there won’t be occasional misalignments, but I think those are rare cases and our hit rate is very high, with over 90% meeting or exceeding expectations,’ he adds. ‘Our job is to do everything possible to maximise the probability of success for laterals, which becomes a lot easier with high-calibre additions that meet the profile for our strategy and culture.’

Driving towards the global elite

Both Smith and Lopez are clear and undaunted in their ambition: to move Paul Hastings further up the ranks of the global elite and gain market share. Speaking to them, it’s equally clear that lateral recruitment will continue to play a key part in realising this goal.

‘There are eight to 10 global elite firms that are pulling away,’ says Lopez. ‘They are of a size that enables them to take more and more market share. We’re grateful to be part of that group, but now it’s important to make relative progress within it.’

‘We want to be the most profitable firm in the world; tier one in every practice. It’s not about just getting bigger – everything we do is about getting stronger and better and constantly elevating our reputation.’

They are equally clear that this means paying close attention to the performance of individual practices and offices.

‘We manage our firm almost like an asset manager,’ says Lopez. ‘We think of our practices and our geographic footprint as a portfolio, and we’re constantly tweaking based on where each location and practice is in its life cycle.’

‘We manage our firm almost like an asset manager’

By taking this approach, they believe the firm is well-positioned to keep pace as consolidation accelerates across the legal market, with Hogan Lovells, Winston & Strawn and Perkins Coie among the firms announcing merger plans in recent months.

‘There are firms today that would be Fortune 300 companies. It’s interesting that law has created this idea that it’s mutually exclusive to run a great business and have a nice culture. We are serious about having a team approach and collaboration as a business strategy. I think it can be liberating to be in a place that’s embracing the fact it’s a business,’ Lopez concludes.

As a result, the pair have no plans to rethink their strategy of using lateral hiring to drive growth.

‘We have people who are excited about the future and want to help us build. We believe we’re in a unique position compared to our competitors at the top because we have a generation of playing offence,’ insists Lopez. ‘If you look at our portfolio of laterals, they have unquestionably been huge drivers of our financial success, and the partnership knows that.

‘We don’t live in fear – you have to keep swinging,’ he concludes. ‘If you don’t take the shot, you’re never going to score.’

Posted on

Trading Places: Paul Weiss and Latham tap senior government talent

Paul Weiss has added a former federal prosecutor to its litigation practice in New York.

Antonia Apps joins following a career spanning both private and public practice. She served seven years at the Department of Justice (DOJ) as an assistant US attorney in the Securities and Commodities Fraud Unit until 2014, before becoming a litigation partner at Milbank in New York, advising clients such as BlackRock and Infinity Q Capital Management on internal investigations, regulatory enforcement proceedings and commercial litigation.

In 2023, Apps returned to government, joining the Securities and Exchange Commission (SEC), where she served as regional director of the New York office before becoming acting deputy director of the nationwide Enforcement Division and then deputy director of enforcement, overseeing enorcement across New York, Boston, Chicago, and Philadelphia.

Jessica Carey, co-head of Paul Weiss’s litigation department, said: ‘[Antonia] combines first-chair trial experience, sophisticated regulatory insight, and the strategic judgment clients rely on in their most consequential matters. She will be a fantastic addition to Paul Weiss.’

Latham & Watkins has also looked to government for its latest hire, with the addition of former Federal Communications Commission (FCC) commissioner Geoffrey Starks as a partner in its connectivity, privacy and information practice in Washington DC.

Starks served at the regulatory agency from 2019 until earlier this year, leading enforcement efforts and overseeing national initiatives across broadband, broadcasting, cyber security and artificial intelligence.

He previously served as senior counsel to the US deputy attorney general at the DOJ.

Matthew Brill, chair of the firm’s connectivity, privacy and information practice, said: ‘Geoffrey’s deep experience and strategic insight position him to deliver exceptional value to clients navigating the complex intersection of communications policy, transactions, and high-stakes disputes. We are thrilled to welcome him to our team.’

Also in Washington DC, Orrick has hired prominent nuclear energy partner Amy Roma. She joins after 18 years at Hogan Lovells, where she led the global energy practice.

Roma advises reactor and fusion developers, fuel suppliers and investors on regulatory, transactional, and strategic matters, specialising in the integration of nuclear energy with AI data centres, industrial and pharmaceutical facilities, and emerging space and maritime applications.

Orrick chair Mitch Zuklie said: ‘Orrick has been at the center of this growing ecosystem for the past decade, and with the addition of Amy, we now offer holistic solutions to help all types of market participants scale nuclear technologies and projects.’

Back in New York, Linklaters has appointed a new chief operating officer of its Americas business, as the magic circle firm continues its push into the US.

Maria Zaino joins from A&O Shearman, where she spent 22 years at legacy Shearman & Sterling in roles including global business director for corporate and M&A between 2016 and 2024. At the merged firm, she served as executive adviser to US management and COO.

At Linklaters, Zaino will reunite with George Casey, former global managing partner at Shearman, who moved to Linklaters in January 2024 after nearly three decades at Shearman, and was appointed Linklaters’ first chairman of the Americas last June.

A&O Shearman has seen a number of departures since the merger between legacy Allen & Overy and Shearman & Sterling was announced in May 2023, with more than 170 partner exits as of last October.

Also in New York, Arnold & Porter has hired capital markets partner Chris DeCresce from Freshfields.

DeCresce served as a corporate partner in Freshfields’ securities and capital markets and financial services practice for one year, following just under three years as vice chair of the same practice at Paul Hastings.

This week also saw Paul Hastings hire four further lawyers in Charlotte, building out the fund finance team that launched the firm’s North Carolina office earlier this month.

The latest additions bring across Olivia Stewart and Brian Kettmer from Cadwalader, who re-join fellow Cadwalader partner Danyeale Chung. Stewart spent two years at Cadwalader, becoming special counsel in January, while Kettmer was at the firm for seven years as an attorney.

The Charlotte office will also see the addition of two of counsels, bringing over Matt Downer from Mayer Brown and Meghan O’Reilly from Haynes Boone. They join the previously announced Haynes Boone trio of Holly Loftis, Aleksandra Kopec and Mark Nesdill.

On the West Coast, McGuireWoods bolstered its private equity bench with the hire of private equity partner Zachary Shub-Essig in Los Angeles.

Shub-Essig joins following a string of associate and senior associate roles at legacy Shearman & Sterling, Hogan Lovells, and most recently Sidley Austin, where he become counsel in January 2025.

His arrival follows recent expansion at the firm, with the addition last august of Shahrooz Shahnavaz, who joined the LA office as co-head of the tax practice group from Loeb & Loeb, and the launch of the firm’s Seattle office last week with an 8-partner hire from Perkins Coie.

Ballard Spahr has hired a five-partner class action team from Cleveland-headquartered US national firm Benesch to launch in San Fransisco.

The team will be led by Stephanie Sheridan, who will also head up its retail and e-commerce industry team, and Meegan Brooks. Joining them are Jason Hamilton, who will also work out of the LA office, Christopher Stretch and Whitney Miner.

The firm however suffered losses to Barnes & Thornburg, which hired 35 lawyers, including 25 partners, for its public finance and infrastructure team.

They will join across 10 offices, including new launches in Baltimore, Denver and Phoenix.

The additions bring Barnes & Thornburg’s practice headcount firmwide to 56. Incumbent partner Valarie Allen will join current partner Kimberly Blanche as practice co-vice chair, and new hires John Smolen and Steve Park will lead the infrastructure practice.

Also joining are partners William Rhodes and Kimberly Magrini in Philadelphia; Jeffrey Ballard, Andrew Spicknall, Charles Treece and Daniel Nunez in Washington, DC; Peter Lam in New York; Silvia Shin and Emilie Ninan in Wilmington; and Teri Guarnaccia, Anastasia Khokhryakova and Michele Bax in Baltimore, Denver and Phoenix, respectively.

The group also includes partner Benjamin Johnson, who previously practiced at Barnes & Thornburg and served as co-chair of the charter school and school innovation practice.

Lastly, O’Melveny & Myers has hired executive compensation partner Thomas Asmar into its tax practice in Silicon Valley.

Asmar previously spent six years as a partner at Baker McKenzie, following four years as counsel at Skadden. His practice focuses on advising public and private companies, as well as private equity funds, on all employee benefits and compensation issues arising out of mergers, acquisitions, IPOs, financings and other corporate transactions.

[email protected]

Posted on

Simpson Thacher hires Kirkland financial restructuring heavyweight for Dallas launch

Simpson Thacher & Bartlett is launching in Dallas with the hire of a heavyweight restructuring partner from Kirkland & Ellis.

David Nemecek, who is highly regarded for his work for distressed companies, will head up a new capital structure solutions practice, which will combine the firm’s liability management team with its restructuring and special situations partners in a single global offering.

Alden Millard, chair of Simpson Thacher’s executive committee, said: ‘Dave is widely regarded as the preeminent architect of modern liability management and is one of the most influential advisers to distressed companies of his generation.’

He added: ‘Over the past decade, companies, sponsors, lenders and creditors have all turned to Dave for his expertise in solving their most difficult capital structure challenges. We are thrilled to welcome him to the firm and are excited about what lies ahead.’

Nemecek’s practice has made headlines in recent months, with the Financial Times last year describing him as ‘the single most powerful adviser to distressed companies.’

However, recent reports have suggested that his practice has come into conflict with the interests of Kirkland’s private capital clients, contributing to his departure after 15 years at the firm.

A spokesperson from Kirkland said in a statement: ‘We thank Dave for his contributions to Kirkland and wish him all the best in the future.’

Commenting on his move, Nemecek said:  ‘Simpson Thacher has one of the world’s premier global legal advisory platforms grounded in excellence, unparalleled client service and deep, long-term relationships.’

He continued: ‘Helping launch its capital structure solutions practice, alongside partners who are both exceptional lawyers and true collaborators, is a rare opportunity, and I am honored to join the team as we focus on providing the best advice to our clients.’

Simpson Thacher is the latest firm to announce plans to open in Dallas since Dechert last month, while Latham & Watkins is widely rumoured to be on the cusp of a Dallas launch after it hired a pair of partners based in the city from Kirkland and Winston & Strawn last week.

[email protected]

Posted on

Paul Hastings in London M&A push with hire of Cooley Singapore founding partner

Paul Hastings is building up its London private equity and M&A capabilities with the hire of Ferish Patel from Cooley.

Patel, who is US-qualified, joins Paul Hastings after six-and-a-half years at Cooley. He previously served as partner in charge of the firm’s Singapore office, moving there for its launch in 2020. At Paul Hastings, he will be based in London.

Patel’s practice focuses on cross-border growth equity as well as private capital transactions, and he advises companies and investors on matters ranging from late-stage private financings to IPOs.

At Cooley, he worked with clients across sectors including technology, healthcare, life sciences and digital infrastructure, and notable matters include co-leading the team that advised Singaporean technology company Grab on its 2021 SPAC merger with Altimeter Growth, in a deal that valued Grab at $40bn.

He has also worked with Brookfield Private Equity, also a client of Paul Hastings’, on multiple growth and pre-IPO financings.

Legal Business understands that Patel’s hire is part of a concerted effort from Paul Hastings to grow its buyout and M&A capabilities in the capital, after adding 25 partners to the firm’s  M&A platform globally over the last two years.

Patel is the ninth partner hire Paul Hastings has made in London over the last six months, with the firm also adding Alicia Osei, a tax partner from Macfarlanes, earlier this week.

Osei spent 15 years at Macfarlanes and brings experience on tax matters relating to the structure of private investment funds and investment management businesses.

Earlier this month, Paul Hastings also hired funds lawyer David Richardson from Simpson Thacher, in a move that saw Richardson make partner as the firm built on the arrival of fund finance partner Jennifer Passange, who arrived from Haynes Boone last year.

However, a team of three private equity partners quit the firm for Goodwin in December, including Legal 500 mid-market PE Hall of Famer Anu Balasubramanian, who is set to join Goodwin as chair of European private equity.

Last week, Sullivan & Cromwell hired two practice heads from Paul Hastings, bringing over Will Needham, chair of the firm’s European restructuring practice, and Patrick Bright, chair of its high-yield financing practice.

In London, Paul Hasting’s revenue has grown more than 20% year-on-year and 100% over the last three years.

[email protected]

Posted on

In-house moves: Carlsberg GC leaves after 25 years at the helm, with changes at The Sun, Jefferies and more

Long-serving GC at leading Danish brewer Carlsberg Group, Ulrik Andersen (pictured), is leaving his role after 25 years as group GC.

Andersen has spent 28 years in total at Carlsberg, joining in 1998 and becoming GC in 2001. In his time there he saw the group through a number of major strategic acquisitions, including its acquisition of British soft drinks producer Britvic, which completed last year for £3.3bn.

Before joining Carlsberg, Andersen spent time at a range of firms, most recently at leading Danish firm Gorrissen Federspiel.

In a post on LinkedIn, Andersen said: ‘Having served as General Counsel for a quarter of a century, it has been a privilege to work with so many talented colleagues and to contribute to Carlsberg’s journey. I feel deeply privileged to have been part of Carlsberg’s journey during defining moments in the company’s history.’

Andersen will remain in his position until a new GC is appointed, which is expected in the second half of 2026.

Back in the UK, former Deliveroo GC Chantelle Zemba has joined Swedish fintech Trustly as global chief legal officer.

Zemba joins the payment services provider after nine years at Deliveroo, having joined in 2016 on secondment from Norton Rose Fulbright, and staying at the popular online food delivery company first as head of corporate and compliance and since 2019 as general counsel.

Jefferies EMEA and APAC GC Daniel Winterfeldt has departed after five years in the position. Before joining the global investment bank, Winterfeldt worked in private practice, including as a partner at Simmons & Simmons, CMS, and Reed Smith.

Alongside his practice, Winterfeldt founded the InterLaw Diversity Forum in 2008, a network that now comprises of over 9,500 members and supporters, dedicated to promoting inclusion in the legal sector.

Elsewhere, the UK’s largest private hospital operator, Circle Health Group announced that Mehdi Erfan has joined the group as general counsel.

Erfan joins after 13 years at Ramsay Health Care, which also provides private hospital and healthcare services. Before that he was head of legal at the Department of Health.

CEO of Circle Health, Paul Manning, said: ‘Mehdi is an exceptional talent, and I am delighted to have him with us for the next chapter of Circle’s story. His wealth of experience, knowledge and insight will prove invaluable, and I look forward to having his support as we look to become more competitive commercially and operationally.’

Adam Cannon, legal director at The Sun, has departed after over six years in the role. Cannon initially joined News UK, the group which owns the title, in 2016 as a senior legal counsel. Before that Cannon was at the Telegraph Media Group and Associated Newspapers.

Oliver Doherty, director of legal (NGN and news broadcasting) at News UK, has taken over leadership of the team, assisted by Enfys Jenkins, who joined News UK as senior legal counsel – editorial (The Sun newspaper) this month, from Simons Muirhead Burton.

Also in the UK, Shawbrook Group‘s long-serving GC Daniel Rushbrook has retired from his position, and has been replaced by deputy GC Sam Foskett.

Rushbrook has served in the top legal role since 2011, and before that worked at Linklaters and Macfarlanes. His departure follows shortly after the group’s IPO in October last year, valued at £1.92bn.

Sam Foskett has taken over leadership of the legal function. Foskett joined the British retail and commercial bank in 2014, and has progressed through a number of legal positions, most recently serving as deputy GC. Before moving in-house he worked in private practice at Travers Smith and CMS.

Further senior legal leadership changes in the UK include the departure of Ian Cokayne from Grant Thornton to join accountancy firm Gravita. Cokayne spent the last 12 years at Grant Thornton, progressing to GC in 2023.

Finally, in the US, video game developer Epic Games has hired Reggie Davis as general counsel. The company is known for creating and distributing games such as Fortnite, Rocket League and Unreal Tournament.

Davis joins the game developer from Qualia Labs, a digital real estate closing platform, where he spent five years as chief legal officer. Davis has previously worked in senior legal positions at DocuSign, Zynga Game Network and Yahoo!.

[email protected]

Posted on

From start-up to $75bn valuation: Revolut’s legal chief on a ‘once-in-a-lifetime’ role

Tom Hambrett first heard about Revolut while travelling. He had left his job at Herbert Smith Freehills in Sydney in 2017, and while in Mexico, interviewed for a role as its first in-house lawyer.

After becoming the two-year-old company’s 23rd employee, he relocated from Australia to London to help build what would become one of the UK’s most successful fintechs.

Now, almost a decade on, he is chief legal officer of a company valued at $75bn.

‘When I joined Revolut, we had less than six months of cash runway, so it was very much a big bet and a risk to jump into something that was unproven, unstructured, and growing quickly – but that also had big ambitions.’

After six years in the corporate team at HSF, focusing on equity capital markets and M&A, Hambrett had already decided he wanted to move in-house. With his sights set on companies in the financial services and technology space, the vacancy at the fast-growing fintech came at just the right time.

‘There was definitely an element of ‘this may not work out’, but it was invigorating and exciting,’ he recalls.

In the years since, the company has gone from strength to strength, becoming a household name, with more than 70 million customers and operations in markets across Europe, America, Mexico, Brazil, Australia, Singapore, Japan and New Zealand. Revenues grew by 72% to $4bn in 2024, and at the end of last year, the company completed a share sale valuing it at $75bn.

Hambrett looks back on his achievements at the company with pride. ‘It’s always challenging building anything for the first time – building an in-house legal team from scratch, having never done it before, is going to require a lot of self-development,’ he says. The rewarding thing about doing it from the beginning is that you can design it in a way that fits into the wider organisation.’

And Hambrett has done exactly that; going from having sole responsibility for not only legal but also customer support, sponsorships and marketing, to building a team of nearly 300 lawyers spread across London, Singapore, Japan, India, and Australia, to name a few.

‘There was definitely an element of “this may not work out”, but it was invigorating and exciting’

The combination of excitement, hard work and developing a team is more than enough to keep Hambrett motivated. ‘I love the diverse nature of the problems that I get to solve every day, and I love the colleagues that I get to work with,’ he says. ‘There’s no substitute for that hard work and that feeling that everyone is on the same team, driving towards the same outcome. The power of a single goal is really important.’

These motivators have remained constant throughout Hambrett’s career. He explains that he became ‘hooked’ on the fast-paced corporate environment at HSF, which he joined in 2011, a year before the merger of Australia’s Freehills and UK firm Herbert Smith.

‘My time at HSF was really exciting,’ he recalls. ‘I had access to big-ticket matters and deals with blue-chip clients. It was a fantastic learning experience.’

His time in private practice also equipped him with the fundamentals to succeed. ‘It’s really important to get training at a top-tier firm and to work with the best clients, to understand how they structure their engagements with lawyers, what they want to get out of dealing with those lawyers, what they expect in terms of the advice and the service.’

He stayed with the firm for six years before deciding to go in-house.

‘There is never a dull moment. The privilege of being in this role is that I have the opportunity to always be at the pointy end of the work that we do.’

These days, his time is occupied with the group’s ongoing application for a UK banking licence. While the Prudential Regulation Authority (PRA) granted the fintech a restricted licence in July 2024, the full licence remains pending after a significant delay.

‘The bank application process is very unique because of the size and the scale of Revolut. It’s a big process; it’s a big application. It involves a lot of interaction and engagement with multiple regulators. It’s a once-in-a-lifetime process – I can’t think of any UK bank with truly global banking ambitions.’

The UK banking licence remains a priority for the group and means that the platform operates under a number of restrictions in the UK at the moment.

‘What I’ve realised is that there are always going to be stressful periods’

While that process continues, the fintech has been busy opening its new global HQ in Canary Wharf, and last year announced plans to invest £3bn in the UK and create 1,000 high-skilled jobs over the next five years.

‘It’s a big commitment, but it’s our biggest market, and it’s our home – it’s where we started. We’ve made a huge investment in the UK with new offices, with our employees, and with future products that we’re looking to roll out throughout the UK or from the UK.’

In addition to his legal role, for the past five years Hambrett has also been one of the twenty partners at the group involved in executing the product strategy.

‘We meet frequently – we all report directly into the CEO and the founder of Revolut,’ he explains. ‘Throughout the year, we run structured sessions ensuring that the long-term product strategy is being executed, ensuring our people initiatives and talent retention programmes are effectively managed, and ensuring that the culture and the values that the partnership is entrusted to uphold and demonstrate through our own conduct and performance are being adhered to. It’s a fantastic opportunity – I’m very privileged to be a part of this.’

Among the highs have been a number of stressful moments. While the ‘incredibly chaotic and unstructured’ early days are long behind him, Hambrett acknowledges that with such a huge and growing operation, it’s hard to avoid the stress that comes with it.

‘What I’ve realised after almost a decade at Revolut is that given the size and scale that we are, and the ambition that we hold, there are always going to be challenges and stressful periods. It’s how you engage with these moments that defines you and your team’s value.’

The high levels of public and media scrutiny that have come over the years have also been a big learning experience for Hambrett.

‘There’s a lot of pressure and stress around the media scrutiny over the company’s financial performance, and the comings and goings of employees or former executives. Revolut is such a big brand, and it’s such an exciting company for people to talk about. So, when you’re in the spotlight, there’s a lot of scrutiny.’

‘It’s not just 9-5. This is all-encompassing, and it requires 100% commitment’

‘It’s always difficult when you receive negative feedback that you don’t want to hear,’ he adds. ‘It’s always hard to process that, and so I remove the emotion, and I look at how I can find something useful from this scrutiny. How can I improve myself and improve the organisation, so that we can actually turn something that’s potentially negative into a learning opportunity.’

And there have been many highs. While financial success and global expansion are undeniable markers of success, Hambrett also finds the development of his team as especially rewarding.

‘We implemented a trainee programme where junior paralegals and qualified lawyers could train with us. They’ve then gone on to roles at impressive firms, like Latham & Watkins, Norton Rose Fulbright and Baker McKenzie, and then come back to us as post-trainee lawyers with a wealth of experience working on a range of matters.’

For those looking to succeed within legal, Hambrett stresses the importance of finding an industry that is both exciting and interesting, and then diving in head-first. ‘It’s not just 9-5. This is all-encompassing, and it requires 100% commitment – and for you to be fully engrossed in what you’re doing.’

[email protected]

Career timeline

2011-17: Solicitor, equity capital markets and M&A department, Herbert Smith Freehills

2017-18: Senior counsel, Revolut

2018-20: Director, Revolut

2020-21: Senior director, Revolut

2021-present: Partner & chief legal officer, Revolut

Revolut: key facts

Size of legal team: 240

External legal spend: £20m

Preferred advisers/panel firms: Latham & Watkins, A&O Shearman, Baker McKenzie, Linklaters, Cravath Swaine & Moore, Davis Polk

2024 revenues: $4bn (£3.1bn)

Employees worldwide: 10,500

Posted on

The Epstein files: the Big Law connections

The release of the Epstein files has revealed the huge scale of Jeffrey Epstein’s sprawling network of personal and professional contacts, with lawyers and law firms featuring prominently in much of the communications – many of which reveal relationships that went beyond just legal advice.

While many of the references to law firms are in the context of informal conversations, and inclusion in the files is not an automatic indication of wrongdoing, the files provide rare insight into interactions that would not normally see the light of day.

From favours, gifts, career advice and off-the-books efforts to help Epstein with a range of legal and reputational issues, some of the most notable references to law firms and lawyers are detailed below.

Former Paul Weiss chair Brad Karp

Former Paul Weiss chair Brad Karp, who stepped down from his leadership role following days of headlines scrutinising his connections to Epstein, is mentioned in hundreds of documents within the files.

Karp’s email communications with Epstein paint a picture of a relationship sustained over several years from the mid-2010s up to the months before Epstein’s arrest and death in custody in 2019.

The emails include Karp thanking Epstein in 2015 for a ‘once in a lifetime’ evening, enquiring about work experience for his son with film director Woody Allen in 2016, and mulling an invitation to lunch with Epstein and former Israel prime minister Ehud Barak the same year.

In 2018, Epstein and Karp discussed the shock resignation of Latham & Watkins managing partner Bill Voge, and debated whether Kathy Ruemmler – then a litigation partner at Latham, and herself a contact of Epstein’s – would be suitable as a successor.

And in 2019, Karp (pictured right) reviewed drafts of a letter to the New York Times defending Epstein’s 2008 plea deal, and a court filing that has been widely reported to show Epstein’s legal team arguing against the reopening of the plea deal.

That plea deal had been struck by Epstein in 2008, and saw the financier serve less than 13 months in custody after being convicted of procuring a child for prostitution and soliciting a prostitute.

‘The draft motion is in great shape,’ Karp wrote on 3 March 2019.

In a statement announcing that he would be succeeded as Paul Weiss chair by M&A partner Scott Barshay, Karp said: ‘Recent reporting has created a distraction and has placed a focus on me that is not in the best interests of the firm.’

In an earlier statement, Paul Weiss had specified that Karp met Epstein ‘through his representation of the former chairman and CEO of Apollo Global Management, a significant firm client.’

‘During the course of that representation, which spanned several years, Karp never witnessed or participated in any misconduct. Karp attended two group dinners in New York City and had a small number of social interactions by email, all of which he regrets.’

Goldman Sachs GC and ex-Latham partner Kathy Ruemmler

Another long-term Epstein contact from the world of law is Goldman Sachs general counsel Kathy Ruemmler, a former partner at Latham and head of the firm’s white-collar defence group.

Ruemmler’s departure from Goldman was announced last week after the files revealed extensive communications with Epstein, described by her in emails as ‘wonderful Jeffrey’ and ‘Uncle Jeffrey’.

On Christmas Day 2015, Epstein instructed his assistant Lesley Groff to ‘please organize Kathy’s first class trip to Geneve and wherever,’ and in a subsequent email to Groff, Ruemmler wrote: ‘Jeffrey is just being wonderful Jeffrey.’

Their relationship also appears to have involved gifts, with mentions in the files of flowers delivered to Ruemmler in 2015 and bags from Prada and Hermes bought for her the next year.

This aspect of the relationship also appears to have extended across the duration of their correspondence. In a January 2019 email to Epstein, Ruemmler wrote: ‘Am totally tricked out by Uncle Jeffrey today! Jeffrey boots, handbag, and watch!’

Ruemmler also discussed her career choices with Epstein, again on multiple occasions.

One exchange, dated 30 September 2014, appears to show Ruemmler and Epstein discussing how different political factions viewed Ruemmler. The conversation occurred five days after then-US attorney general Eric Holder resigned from his post.

Ruemmler stepped down as White House counsel that June, and was widely reported to have been a potential candidate to replace Holder before she withdrew from consideration the next month.

These discussions continued after Ruemmler’s (pictured right) return to private practice.

In 2016, she forwarded Epstein an email from Steve Immelt, then chief-executive at Hogan Lovells. Immelt offered a meeting with Michael Davison, then global head of litigation at the firm, and now its deputy CEO.

Ruemmler shifted her conversation with Immelt to the matter of her compensation, and forwarded the email to Epstein.

‘Good,’ Epstein replied, ‘however in writing would be best.’

Ruemmler did not leave Latham until 2020, and was never a partner at Hogan Lovells.

Epstein and Ruemmler appear to have discussed another potential career move for Ruemmler in March 2019, just months before Epstein’s arrest that July.

In an exchange with the subject line ‘goog,’ Epstein sent Ruemmler an email advising her on how to set out her compensation expectations, stating: ‘tell him that google is going to come back with a comp offer, they already offered you the position.’

Ruemmler never worked at Google, according to her LinkedIn. She rejoined Latham after her time at the White House, and stayed there until she moved to Goldman.

The files also show that Ruemmler discussed Epstein’s legal and reputational troubles with him. The day before the 2019 ‘goog’ exchange, Ruemmler emailed Epstein regarding potential advisers who could ‘quarterback’ Epstein’s response to his mounting reputational issues.

Earlier correspondence also shows that Ruemmler reviewed an op-ed Epstein considered submitting to the Washington Post defending his plea deal. The op-ed was never published.

Ruemmler will leave Goldman by the end of June. In a statement, CEO David Solomon said: ‘Throughout her tenure, Kathy has been an extraordinary general counsel, and we are grateful for her contributions and sound advice on a wide range of consequential legal matters for the firm.

‘As one of the most accomplished professionals in her field, Kathy has also been a mentor and friend to many of our people, and she will be missed. I accepted her resignation, and I respect her decision.’

Former Linklaters arbitration co-head Matthieu de Boisséson

The files also include a series of emails from 2015 between Epstein and arbitrator Matthieu de Boisséson – who at the time was co-head of international arbitration at Linklaters – in relation to a dispute involving French model scout Jean-Luc Brunel.

In 2015, Brunel, whose modelling agency had been founded with financing from Epstein, took legal action against him, alleging that he had lost business as a result of reputational damage stemming from Epstein’s actions.

That April, de Boisséson contacted Epstein via email, saying: ‘Jean-Luc has suggested that we meet to talk about the present situation, and perhaps explore the conditions of a way out.’

De Boisséson specified in the messages that he was acting in a personal capacity and that he was ‘not willing to act as a lawyer but just as a friend,’ adding: ‘I do not want any fees neither from JL nor from you.’

The two men arranged to meet, and Epstein offered to pay de Boisséson’s travel expenses, for which de Boisséson said he was ‘grateful.’ Days later, de Boisséson emailed both Epstein and Brunel to summarise his meetings with both men, and again recommended that they reach ‘a fair settlement.’

A Linklaters spokesperson confirmed to LB that the firm has never acted for Epstein or Brunel.

De Boisséson left Linklaters in 2016 after spending less than three years at the firm. He has since been operating as an arbitrator from London set Littleton Chambers, although his membership of the chambers is currently suspended pending a full investigation. De Boisséson has repeatedly denied any wrongdoing.

In a statement to LB, he said: ‘I have never been a friend of Mr Epstein, and I reserve my rights against any alleged association with Mr Epstein or Mr Brunel’s wrongdoings.’

Kirkland & Ellis partner Jay Lefkowitz

The files also provide details on the connections between Epstein and Kirkland & Ellis – which advised Epstein on the non-prosecution agreement (NPA) that was part of his 2008 plea deal – and litigation partner Jay Lefkowitz.

The files include a June 2013 letter sent by Kirkland to Epstein, signed by Lefkowitz, setting out a $50,000 retainer.

The letter reads: ‘We are very pleased that you have asked us to represent you in connection with the effort in Florida by private litigants to unwind the NPA.’

The emails also show that Lefkowitz invited Epstein to his son’s bar mitzvah in 2011, and include an email from Epstein’s assistant Groff the same year, which shows that Epstein allowed Lefkowitz to ‘fly out to the Hamptons with his wife for their anniversary.’

[email protected]

Posted on

Taylor Wessing recruits RPC rainmaker in first hire since merger announcement

Fresh from securing partner approval for its merger with US firm Winston & Strawn, Taylor Wessing has made its first lateral hire in London, bringing in RPC rainmaker Jeremy Drew as a partner in its IP practice.

Drew joins after 19 years at RPC, where he was a retail and commercial partner and, until earlier this year, head of the firm’s commercial division. He also served on its board for 15 years.

This followed eight years at Ashurst, where from 1997 he was a partner in the IP and commercial practice.

During his career he has built a practice spanning IP, sports, technology, and retail and consumer matters, as well as corporate governance, earning recognition as a leading partner in Legal 500 for the latter two areas.

In a statement, Drew said: ‘I’m very pleased to be joining Taylor Wessing’s IP, regulatory and digital practice. I look forward to working with my new colleagues, developing the team and enhancing Taylor Wessing’s market-leading IP capabilities, to help clients navigate their most complex IP and commercial challenges.’

Drew has long advised retail magnate and Newcastle United owner Mike Ashley, one of RPC’s most significant longstanding clients. The firm has also represented Ashley’s Frasers Group — owner of Sports Direct, House of Fraser and luxury fashion retailer Flannels, among other brands — on a series of high-profile commercial disputes and strategic mandates.

Speaking to LB previously, Drew said of the relationship: ‘I’ve dealt with Mike Ashley for 14 years. I’ve had a good working relationship with that group. Challenging but good.’

The hire comes as Taylor Wessing prepares to complete its merger with Winston & Strawn in May 2026, following partner approval in late January. The tie-up will create a firm with more than 1,400 lawyers and revenues of around $1.65bn, with Winston’s 2024 revenues of $1.27bn (£950m) boosted by Taylor Wessing’s UK turnover of £284m.

Shane Gleghorn, Taylor Wessing’s UK managing partner, who will serve as the Europe and Middle East managing partner of the combined firm, said of Drew’s hire: ‘His arrival significantly strengthens our market-leading IP practice and reinforces our commitment to building an unrivalled IP powerhouse. Jeremy’s multi-faceted expertise and significant client relationships will create substantial opportunities across our practices and sectors internationally.’

The firm has also seen some pre-merger departures. Since the deal was announced, Taylor Wessing has seen three partner exits in London, with real estate partners Mark Rajbenbach and Victoria Butcher leaving for Mayer Brown, and head of contentious trusts Emma Jordan for Stephenson Harwood, all earlier this month.

An RPC spokesperson said: ‘We can confirm that Jeremy Drew will be leaving the RPC partnership. We thank him for his contribution to the success of the firm and wish him well in his future endeavours.’

[email protected]

Posted on

‘It’s always best to avoid death by a thousand cuts’ – what GCs think about the Brad Karp-Epstein firestorm

‘Even with the developments over the last few days, I’m still not sure the firm is getting it right. With these things, it’s always best to avoid death by a thousand cuts – no one comes out of it looking good.’

So says one leading GC of this week’s news that Paul Weiss litigator Brad Karp is set to stay on as a partner at the firm, despite stepping down as chair, after the extent of his ties with late sex offender Jeffrey Epstein were revealed in emails released by the US Department of Justice.

The days following the release of the files have shone an uncomfortable light on senior figures in a host of professions – and the law is no exception.

While a number of lawyers are referenced in the files, including Goldman GC Kathryn Ruemmler,  Karp’s ties to Epstein have been a particular focus.

Although the emails do not indicate that Karp was involved in any wrongdoing, they do demonstrate that he maintained communications with the disgraced financier for years after his 2008 conviction for procuring a child for prostitution and soliciting a prostitute.

Five days after the files were released, the scrutiny became too intense, and Paul Weiss announced that M&A partner Scott Barshay would take over as chair from Karp, who said in a statement:  ‘Leading Paul Weiss for the past 18 years has been the honour of my professional life. Recent reporting has created a distraction and has placed a focus on me that is not in the best interests of the firm.’

While some may argue that Paul Weiss should have acted faster, or handled it differently, for this article Legal Business spoke to a number of GCs to get their views on both the firm’s response and their expectations of law firms in similar circumstances. None of those spoken to are clients of Paul Weiss.

‘The firm’s responsibility in this situation is to be proactive, transparent about what they did and didn’t know, and hold their hands up and apologise’

‘What I would like to see is more proactive transparency ahead of time,’ says one GC. ‘When it’s known that there’s the potential for information around associations or other kinds of reputational issues to come out, firms need to be proactive with it.’

The GC continues: ‘Part of being proactive is owning the responsibility and communication and being transparent around what they’ve done internally to review the information.’

Another GC agrees that firms should be open when something has gone wrong. ‘The firm’s responsibility in this situation is to be proactive, transparent about what they did and didn’t know, and hold their hands up and apologise where appropriate.’

Although Paul Weiss never advised Epstein, one GC suggests that Karp’s links with the disgraced financier could cause longer-term reputational damage, but only if it emerged that there was a broader cultural issue at the firm.

Talking generally about the impact of reputational damage on firms, they say: ‘Whether there is broader long-term damage to the firm really depends on whether the issue was an individual going rogue, or whether the conduct was a product of the culture at the firm, which will always come out. If you’ve worked closely with a firm, you’ll generally have a good feel for which it’s likely to be.’

However, another GC suggests: ‘From an in-house perspective, a situation like this triggers reputational risk for the firm as a whole, not just the individual. Whether fair or not, clients tend to view law firms as institutions that reflect shared judgement and values.’

A third GC agrees, pointing out that even if the misconduct is not linked directly to the firm, the fact that Karp was in the top management role at Paul Weiss makes it more significant.

‘It raises questions about the ethics, culture, and leadership selection, and whether this event has prompted any reforms,’ they say. ‘Resigning as chairman should not be the end of the matter – if you want to reassure clients that you have a strong ethics culture, then I would expect to see a further statement on reforms and implementation.’

‘It raises questions about the ethics, culture, and leadership selection, and whether this event has prompted any reforms’

Overall, GCs canvassed for this article believe law firms finding themselves under public scrutiny need to think more carefully about client perception and factor that into their public response.

‘From a business standpoint, firms need to be extremely mindful that clients will reassess relationships quickly in the current political and cultural environment. A statement like the ones we’ve seen won’t suffice, especially given the gravity of the underlying situation. Clients want to see a response that reflects an awareness of broader stakeholder concerns, but these statements seem to only reflect on legal exposure.’

[email protected]

Posted on

Sullivan & Cromwell makes double partner hire from Paul Hastings in London

Sullivan & Cromwell has hired two practice heads from Paul Hastings, as the New York firm pushes ahead with the latest stage of its City buildout.

Will Needham, chair of Paul Hastings’ European restructuring practice, and Patrick Bright, chair of the firm’s high-yield financing practice, are both set to join S&C, which has been on an aggressive recruitment push in recent months.

Needham is joining as co-head of restructuring alongside Kon Asimacopoulos, the former Kirkland partner who kicked off the Wall Street firm’s expansion drive when he joined in September alongside former Weil London head Mike Francies. Similarly, Bright is set to take up a role as head of high-yield.

S&C’s City expansion has picked up pace since January, with the firm bringing in finance duo Chris McLaughlin and Alastair McVeigh from Weil in late January, in a move that reunites the pair with Francies.

Bright and Needham have both also worked at Weil in the past, with the former a partner there until 2022, while Needham spent three years there as an associate between 2011 and 2014, before joining KKR until his move to Paul Hastings.

The pair handed in their notice at Paul Hastings earlier this week.

The hires come almost a year after Gibson Dunn hired Sullivan & Cromwell’s high-profile finance and restructuring duo Presley Warner and Chris Howard.

Warner was head of the US firm’s European credit and leveraged finance practice and spent almost 14 years at Sullivan, whilst Howard led the firm’s European restructuring practice and is recognised in the Legal 500 Hall of Fame for restructuring and insolvency.

Before bringing in Francies and Asimacopoulos, S&C had taken a very conservative approach to hiring in London. Between 2013 and September 2025, the firm only made three lateral hires.

Since then, it has made eight in the capital, including private equity partner Aprajita Dhundia and tax partner Ian Ferreira, who both joined from Kirkland in December.

The most recent hire before Francies and Asimacopoulos was the June 2025 addition of former A&O Shearman global financial services regulatory co-head Barney Reynolds.

Needham’s departure from Paul Hastings comes after last year’s exit of London co-chair Mei Lian, who co-led the firm’s European restructuring practice alongside him.

Lian left for Linklaters last autumn, and was followed by financial restructuring partner David Shennan, who joined Linklaters as counsel.

Paul Hastings’ London restructuring team now comprises three partners – Helena Potts, Jessica Ling and Tom McKay.

Potts, a former partner at Latham & Watkins and legacy Shearman & Sterling, has been at the firm since 2023, while Ling and McKay joined from Akin and Shearman respectively in 2024.

Meanwhile, Bright’s departure comes after fellow high-yield finance partner Edward Holmes left for Cadwalader last summer. The firm’s remaining partners on the high-yield front include Max Kirchner and Reena Gogna.

Earlier in the month, Paul Hastings hired David Richardson, a funds partner from Simpson Thacher & Bartlett.

Paul Hastings’ London revenue has grown 20% year on year and 100% over the last three.

[email protected]

Posted on

Goldman Sachs GC Kathy Ruemmler steps down amid Epstein files fallout

Goldman Sachs chief legal officer and general counsel Kathryn Ruemmler (pictured) has resigned from her position following the recent revelations over her ties to Jeffrey Epstein.

Ruemmler, who joined Goldman in 2020 and was promoted to GC a year later, has faced renewed scrutiny as the extent of her relationship with the convicted sex offender was brought to light in the latest release of the Epstein files.

She is also a former partner at Latham & Watkins, where she led the white-collar defence and investigations practice, and also previously worked in the White House as counsel to President Barack Obama.

On Ruemmler’s departure, Goldman Sachs CEO, David Solomon, said: ‘Throughout her tenure, Kathy has been an extraordinary general counsel, and we are grateful for her contributions and sound advice on a wide range of consequential legal matters for the firm.

‘As one of the most accomplished professionals in her field, Kathy has also been a mentor and friend to many of our people, and she will be missed. I accepted her resignation, and I respect her decision.’

Ruemmler will step down at the end of June.

As scrutiny over her role mounted in recent days, Solomon had expressed his support for Ruemmler, describing her in a statement as ‘an excellent general counsel, saying she was ‘widely respected and admired at the firm’ adding that she ‘has always had the support of the entire leadership team and the board.’

The statements came after the latest release of Epstein files revealed extensive contact between Ruemmler and Epstein.

After a Christmas Day 2015 message in which Epstein asked his assistant to organise a trip for her, Ruemmler wrote in a subsequent email: ‘Jeffrey is just being wonderful Jeffrey… I adore him. It’s like having an older brother!’

The files also revealed that Ruemmler had reviewed a draft article in 2018, which was never published, but which Epstein was considering submitting as an op-ed to the Washington Post.

The article defended the plea deal that Epstein had struck with prosecutors in 2008, which saw him serve less than 13 months in custody after being convicted of procuring a child for prostitution and soliciting a prostitute.

Ruemmler also messaged Epstein in March 2019, a few months before his arrest and subsequent death in custody, saying ‘I am worried about you’, adding ‘will need to throw real money at the problem.’

Documents are being periodically released by the US Department of Justice following the passing of the Epstein Files Transparency Act at the end of last year.

Ruemmler’s resignation comes shortly after it was announced last week that long-serving Paul Weiss chair Brad Karp would be stepping down from his leadership position at the firm after his communications with Epstein were also brought to light. He remains a partner at the firm.

[email protected]

Posted on

Revolving Doors: Latham, Proskauer, Weil build PE teams as US stays focused on Europe

Paris

Latham & Watkins has again hit a magic circle firm in Europe for a clutch of private equity partners, hiring a four-partner energy and infrastructure-focused team from Clifford Chance in Paris.

The team is led by PE and M&A partner Benjamin de Blegiers, who has experience advising funds such as EQT and Dovista (VKR Group) on acquisitions of energy and infrastructure companies across Europe, and is recognised by Legal 500 as a leading partner for M&A in France.

Joining de Blegiers is private equity and M&A partner Alexandre Namoun, finance partner Daniel Zerbib, and public law and regulatory partner Gauthier Martin.

Latham has been expanding its M&A and PE offering in Europe, hiring a four-partner team from Freshfields across Frankfurt and Munich last December, including the magic circle firm’s former global M&A co-head Wessel Heukamp.

Proskauer has grown its Paris office as well, with the addition of three PE partners from Hogan Lovells.

The team includes Matthieu Grollemund, recognised as a Legal 500 leading partner in private equity: venture/growth capital in France, Hélène Parent and Pierre-Marie Boya. 

The move follows the firm’s hire as a partner of restructuring lawyer Laura Bavoux in Paris last week from French firm Franklin, as well as last November’s City hires of Sean Darling from Ropes & Gray and Andrew Payne from Linklaters in Singapore.

Hogan Lovells, which is engaged in talks on its combination with New York firm Cadwalader, has now lost nine partners since its merger announcement at the end of last year.

Cadwalader has seen seven departures itself, one of which moved to Proskauer in the US.

Also on the continent, Weil, Gotshal & Manges has re-hired PE M&A partner Kamyar Abrar, after he spent six years as Germany co-managing partner at Willkie Farr & Gallagher.

Based in Frankfurt, Abrar rejoins Weil as the co-head of its PE practice in Germany.

Weil too has been growing its European PE practice, hiring two partners from Latham in Germany last October, including Sebastian Pauls as co-managing partner of its German offices.

In Munich, Gibson Dunn has hired restructuring partner Leo Plank, who joins the firm after nearly 20 years at Kirkland & Ellis.

Plank said of his move: ‘I’m excited to join Gibson Dunn at a pivotal moment for the restructuring market, as companies confront the need to rethink their capital structures and business models.’

Over in London, Squire Patton Boggs has expanded its global financial services practice with the addition of William Liu, who joins from K&L Gates.

Liu follows Heather Rees, a finance partner at Squire, who also moved from K&L Gates last October.

Wedlake Bell has hired Legal 500 charities and not-for-profit Hall of Famer Jonathan Brinsden, from Broadfield Law in London.

Brinsden is joined by Broadfield legal director and charities lawyer Ben Brice, who will retain the same position at Wedlake.

Los Angeles-headquartered firm Michelman Robinson has expanded its London office with the addition of commercial litigation partner Sukhi Kaler.

After nearly a decade at CMS, Kaler joins Michelman’s new London office, which opened in June last year.

Keystone Law has hired former Clyde & Co international arbitration chair Ben Knowles in London. With expertise in the oil and gas sector and Middle East disputes, Knowles brings with him over 30 years of experience in the international disputes sector.

Also making moves in London is UK firm Freeths, which has hired former head of corporate at Gateley Zum Mohammed to bolster its mid-market M&A practice in the capital.

Back in Europe, Jones Day has hired antitrust partner Sarah Blazek from Noerr in Munich, who brings with her experience before German authorities and the European Commission.

In Bucharest, Eversheds Sutherland has hired international arbitration partner Luminita Popa, who spent 18 months at her own boutique firm Popa Legal after leaving Romanian firm Suciu Popa, where she was managing partner.

Finally, in APAC, DLA Piper has hired Weil’s former Asia managing partner Charles Ching, who focuses on PE and M&A, as well as ECM partner Sherlyn Lau from Sidley Austin.

Ching, who has spent over ten years at Weil, practices across the US and Asia, while Lau will be based in DLA’s Hong Kong office.

[email protected]

Posted on

Latham readies for Dallas launch with double hire as Kirkland opens in Nashville

Latham & Watkins has hired two Dallas disputes partners ahead of a long-awaited office launch in the city.

The firm has hired litigators Taj Clayton and Scott Thomas, from Kirkland & Ellis and Winston & Strawn respectively, with Clayton joining as chair of the firm’s litigation and trial department in Texas.

Both were based in Dallas at their previous firms. Their hires are widely expected to signal Latham’s move into the city, although the firm declined to comment on whether an office launch was imminent.

In a statement, chair and managing partner Rich Trobman described them as ‘among the market’s foremost litigators’, adding that they will enhance the firm’s ‘Texas and global litigation capabilities’.

The California-bred firm already has Texas bases in Houston, which opened in 2010, and Austin, where it launched in 2021 with a trio of hires from DLA Piper and Wilson Sonsini. According to the Latham website, the firm now has around 140 lawyers in Houston and 40 in Austin.

Houston managing partner Nick Dhesi added: ‘Taj and Scott have sophisticated practices that intersect seamlessly with our strengths across not only litigation but also M&A, capital solutions, and private equity, further enabling us to quickly assemble and deliver the right team of legal advisors for our clients’ most important and challenging legal and business matters.

‘Bringing Taj and Scott on board reflects our connection and commitment to the vibrant Texas market.’

At the same time, Kirkland & Ellis is expanding its US footprint with the opening of an office in Nashville, Tennessee led by a quartet of litigation partners.

The four partners leading the new base – Tara Blake, Matt Smith, Paul Rosenblatt and Travis Swearingen – have all joined Kirkland since the start of 2025, and previously spent time at Butler Snow. Blake left Butler Snow for King & Spalding in September 2024 before joining Kirkland last May.

They will be joined at the office – Kirkland’s 22nd worldwide – by ‘a number of additional partners and associates,’ the firm said in a statement.

Jon Ballis, chair of Kirkland’s executive committee said: ‘Nashville offers an ideal environment for our continued growth by enhancing our ability to attract exceptional legal talent in a vibrant and growing city with talented lawyers and a strong law school community.

‘We’re excited to open our doors in the Music City with a terrific group of lawyers across our litigation and transactional practice areas.’

Litigation partner and executive committee member Andrew Kassof added: ‘Our launch in Nashville is part of our aggressive nationwide growth strategy in litigation, which we intend to continue in 2026.’

The litigation-focused launch follows Kirkland’s Philadelphia opening last January, when it hired a five-lawyer mass tort team from Skadden led by partner Allison Brown.

Kirkland’s website currently lists 15 lawyers in Nashville, including 11 partners. In addition to the four announced to be opening the Nashville office, these include three partners who split their time between Nashville and Chicago, and one, litigator Amy Pepke, who also works out of Houston.

The partners listed only in Nashville are litigators Susanna Moldoveanu and Katelyn Ashton, who joined from Butler Snow last July and this January respectively, and transactional employment and labour partner Kayla Garcia, who joined Kirkland as an associate from Jones Day in 2020.

[email protected]

Posted on

Rio Tinto chief legal officer to depart after failed merger talks with Glencore

Rio Tinto chief legal, governance and corporate affairs officer Isabelle Deschamps (pictured) is set to leave the company after five years in the role, with departure set for mid-2026 at the latest.

Her departure comes less than a week after plans fell through for what would have been the mining company’s most significant transaction to date.

At the start of the year, news broke that Rio Tinto was in preliminary merger talks with fellow FTSE100 mining giant Glencore, set to create the world’s largest mining company in what would have been one of the largest mergers of all time, valued at $260bn. 

Last week, however, the talks fell through, with Glencore citing Rio Tinto’s desire to retain both the chairman and chief executive officer roles in the combined company, and arguing that Rio Tinto’s offer did not adequately value Glencore’s copper business.

Deschamps joined Rio Tinto in 2021 from Dutch chemicals company AkzoNobel, where she served as GC for three years. Before that she spent six years in various legal roles at Unilever, after more than 16 years at Nestle UK, including nearly a decade as head of legal and company secretary.

She will remain in her role until mid-2026, at least, and Rio Tinto has not announced a replacement.

Simon Trott, chief executive at Rio Tinto said: ‘Since joining in 2021, Isabelle has helped lay the foundations for a stronger Rio Tinto, supporting future growth and reinforcing our commitment to doing mining the right way. I thank Isabelle for her ongoing contribution.’

Of her departure, Deschamps commented: ‘It has been a privilege to serve Rio Tinto. I am proud of the progress we have made in strengthening governance, and supporting business development and key partnerships, as the business delivers against its strategy.’

During her tenure, Rio Tinto completed a number of significant transactions, including its acquisition of Arcadium Lithium, completed last year and valued at $6.7bn. Linklaters picked up the lead advisory role on the transaction, while Australian law aspects were handled by Allens.

In 2022, it acquired Hill, a Canadian mineral exploration company, for $3.1bn, advised by Canadian firm McCarthy Tétrault and Sullivan & Cromwell.

Deschamps’ departure marks the fourth FTSE100 legal leadership departure since the start of the year. At the end of January, veteran Legal & General GC Geoffrey Timms retired, to be replaced by Maria Alvarez-Scott.

Last week, Unilever CLO Maria Varsellona left the consumer packaged goods giant for the top legal role at Rolls-Royce, replacing outgoing GC Mark Gregory.

[email protected]

Posted on

Slaughters and Clifford Chance lead as Schroders agrees to £9.9bn takeover

Magic circle duo Slaughter and May and Clifford Chance have claimed the lead roles on a surprise deal which has seen the over 200-year-old Schroders agree to a takeover by US asset-manager Nuveen in a deal worth £9.9bn.

Slaughters is acting for the historic London asset manager, while Clifford Chance is advising Nuveen and its parent company TIAA.

Clifford Chance’s team is led by corporate partner Nicholas Rees, who is the firm’s relationship partner for Nuveen, which manages around $1.4trn public and private assets around the world. David Pudge and James Bole, both corporate partners at the firm, also have lead roles.

In addition, partners Simon Crown and Jennifer Storey are advising on financial regulatory and antitrust matters respectively.

The firm is also acting as counsel to Nuveen on the deal’s financing aspects, with a team led by London partners Nick Kinnersley and Richard Day as well as partners Thomas Critchley and Jason Ewart in New York.

On the other side, Slaughter and May’s team is led by senior partner Roland Turnill and a trio of corporate partners: James Cook, Richard Hilton, and Hemita Sumanasuriya.

The deal team is being supported by a range of partners on the following matters: Phil Linnard on incentives and employment, Nick Bonsall and David Shone on financial regulation, Lisa Wright and Jonathan Slade on competition, Charles Cameron on pensions, and Dominic Robertson on tax.

Slaughters has a history of advising Schroders, and in October last year the firm provided counsel as the asset manager brought Cazenove Capital back under its full control, a deal which both Cook and Hilton worked on. Cook also advised Schroders in 2022 as it embarked on a majority acquisition of Greencoat Capital for an enterprise value of £358m.

Similarly, Clifford Chance’s Rees has previously acted for Nuveen in its €540m joint venture with Global Student Accommodation in December 2024, and its acquisition of renewable energy specialist Glenmont Partners in 2021.

The recommended cash offer by Pantheon LLC, a new subsidiary of Nuveen, itself a retirement savings group, will create one of the world’s largest asset managers with almost $2.5trn of AUM.

Despite the new ownership, Nuveen has said that the Schroders identity will remain independent and that it is a ‘pre-eminent financial institution with a deep-rooted history and strong brand.’ London will also continue to remain Schroders’ largest office, Nuveen said.

The deal is expected to complete in the final quarter of 2026, subject to customary regulatory approvals.

[email protected]

Posted on

‘The legal function is designed to enable business, not block it’: Pia Ullum, Dell Technologies

From navigating the complexities of global IT services to helping steer one of the world’s largest technology companies through rapid digital transformation, Pia Ullum, vice president of legal at Dell Technologies, has spent more than two decades shaping what modern in‑house leadership looks like.

Today, Ullum’s remit spans EMEA, India and Canada, while she also oversees the legal dimension of Dell’s global partner strategy and programmes – reflecting both the scale of Dell’s reach and the trust she has built as a strategic partner to the business. But the journey began far from the technology world.

‘First and foremost, legal is designed to enable the business, not block it’

Ullum trained in private practice before moving into IT in 2004, taking on senior roles at CSC (now DXC) and later Dell. Yet from the earliest stages of her career, she challenged the stereotype of legal as a function that slows things down. 

‘First and foremost, the legal function is designed to enable business, not block it,’ she says. ‘That starts with understanding the company’s priorities and risk appetite.’ This alignment is something she actively builds, not something she waits to be invited into. Regular dialogue with decision‑makers is central, as is ensuring that legal advice comes framed in business terms. 

‘I make sure our advice is focused on impact and solutions, not just compliance. When you do that consistently, legal is seen as a partner in driving growth.’ Ullum is intentional about how the legal function shows up within the business. Rather than delivering advice anchored solely in rules or formal compliance obligations, she consistently ensures that her team frames their guidance in terms of commercial impact and practical pathways forward.

For her, legal’s value lies in clarifying how the business can progress safely and effectively, not in highlighting barriers. This approach, rooted in solutions and strategic relevance, is one she applies rigorously.

And when legal advice is presented through that lens time and again, she notes, the function naturally evolves from being perceived as a checkpoint to being recognised as a genuine partner in driving growth. 

‘Even when we don’t have all the answers, communication matters’

Over the years, Ullum has led teams through significant organisational and technological change, from large‑scale transformation programmes to the current era of AI acceleration. Her leadership philosophy rests on three cornerstones: transparency, clarity of vision and fostering adaptability. 

‘Communication and transparency are critical – even when all answers are not available,’ she says. Without that, uncertainty fills the vacuum. With it, teams feel anchored. She encourages her team to concentrate on what they can influence, which creates direction even in ambiguous phases. And she places great value on cultivating curiosity within her team, encouraging them to experiment with new tools, explore emerging technologies and adopt an interactive, learning‑driven mindset. ‘Celebrating an exploratory mindset, trying new tools, embracing technology and learning through experimentation helps maintain momentum and confidence during transformation.’

For her, transformation is not simply a process to be managed but an opportunity to rethink how legal delivers value. By celebrating this exploratory approach, she helps the team maintain both momentum and confidence during periods of significant change. It is this openness to innovation, she believes, that enables legal to evolve alongside the business rather than react to it. 

Like many seasoned legal leaders, Ullum sees AI and automation as ushering in a decisive shift in the nature of legal work. ‘AI will take on repetitive, low‑risk tasks, freeing us for high‑risk, complex and ethical decisions,’ she says. But that requires more than technical know‑how. It requires judgment.

In her view, the future of the legal function will demand a combination of strong critical thinking, greater conviction in working with data, and the ability to collaborate closely with technology teams. Just as crucial will be adopting a business‑aligned decision‑making mindset, ensuring that legal guidance consistently supports strategic objectives as the function operates ever more squarely at the intersection of law, technology and commercial strategy.

‘Legal is increasingly operating at the intersection of law, business and innovation’

Embedding legal in the business strategy, Ullum is clear-eyed about the importance of connecting legal advice to the company’s overall mission. ‘Each function has its responsibilities, but ultimately we are all here to support the company strategy and transformation,’ she says.

Dell’s legal department uses the enterprise strategy to shape its own priorities – a framework that drives decision‑making, resource allocation, as well as the way legal support is delivered. ‘How we spend time, how we deploy resources, it all ties back to the organisation’s strategic goals.’

The impact of a modern GC hinges not just on technical expertise, but on the relationships they build. For Ullum, the foundation of those relationships is curiosity and commercial understanding. ‘Making a real effort to understand our business partners’ priorities and challenges goes a long way,’ she says. ‘If you’re genuinely interested in solving business issues alongside your colleagues, trust builds naturally.’

That trust is what earns legal a seat at the table. ‘When advice is framed as enabling informed risk‑taking, not avoiding risk altogether, legal becomes a true strategic partner.’

As Dell continues to evolve at the pace of technological change, Ullum’s approach reflects a modern vision for the in‑house function: commercially grounded, technologically fluent and deeply connected to the business it supports. Her focus on curiosity, clarity and strategic partnership underscores not just how legal can keep up with transformation, but how it can help lead it.

Across continents, transformations and technologies, one theme has remained consistent: the belief that legal should help the business move forward, not hold it back. 

And for Ullum, that principle continues to define her leadership.