ING UK
As UK legal head for Dutch bank ING, Adrian Marsh has sat at the epicentre of the industry’s divestment trend; as a condition of ING’s receipt of state aid following the credit crisis, the EU required that it dispose of its insurance and investment management operations.
Deutsche Bank
Although Emma Slatter was only appointed GC for UK and Western Europe in May 2010, one banking partner describes her as spearheading a ‘leading in-house team that is at the forefront of innovative transactional support, regulatory-driven initiatives and external counsel management’.
Credit Suisse
Maria Leistner joined Credit Suisse in 2004, when it reorganised its operations into a ‘one bank’ model to ensure collaboration between its private banking, investment banking and asset management divisions.
JPMorgan Chase
Described as ‘a safe pair of hands in a turbulent market’, Karen Linney is fair but expects value from external counsel.
Goldman Sachs
‘In-house counsel are now acting more and more as critical advisers to the businesses that they cover,’ says David Greenwald, who has been deeply involved in helping his bank recover from the credit crunch. ‘They understand the business itself, the law applicable to it, the company’s culture and hot buttons so they can provide comprehensive advice.’
Bank of America Merrill Lynch
Sajid Hussein’s experience at Bank of America Merrill Lynch has certainly prepared him for exciting challenges. When he joined Bank of America in 2005, he couldn’t have known that within three years he would be working on one of the biggest deals of his life.
Continue reading “Sajid Hussein – Bank of America Merrill Lynch”
HSBC Holdings
Stuart Levey joined HSBC in London in January 2012. His hire was a key part of HSBC’s efforts to restructure, reform, and bring on board new leadership to implement HSBC’s new global business strategy and respond most effectively to high-profile investigations in the US.
Barclays
Few general counsel attract the levels of respect from fellow in-house lawyers that Mark Harding, group general counsel at Barclays, commands. He was the first chairman of the GC100, which elevated his profile among his in-house counterparts, and he remains active in the organisation. He firmly believes that the in-house community has a duty to work together to reform the relationship between the client and private practice firms.
One particularly interesting statistic emerged from our in-house survey last month: 33% of respondents said they felt law firms were not handling their work at the appropriate level. And the biggest losers in all of this? The senior associates. Continue reading “The appeal of the hourglass”
Other practice areas may be having a tough ride but energy lawyers are flying. LB maps the trends driving the sector
There are many sectors of the economy that governments can afford to scrimp on when times get hard, but luckily for power, oil and gas companies, energy is not one of them.
Power is as vital to economic function as oxygen is to breathing; fuelling transport, communication, defence programmes and health services. In addition, the political and economic instability attached to the supply of oil and gas ensures that energy security continues to dominate national agendas.
