General counsel for UK and western Europe
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’.
Continue reading “Emma Slatter – Deutsche Bank”
Managing director and EMEA general counsel
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.
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EMEA general counsel
Described as ‘a safe pair of hands in a turbulent market’, Karen Linney is fair but expects value from external counsel.
Continue reading “Karen Linney – JPMorgan Chase”
Deputy general counsel and international general counsel
‘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.’
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EMEA general counsel
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.
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Chief legal officer and group managing director
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.
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Group general counsel
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.
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