Peter Wexler

Peter Wexler may have his work cut out for him. But that's OK–he isn't one to shy away from a challenge. In March, Paris-based Schneider Electric SA, a global energy management company, appointed Wexler, an American, to chief legal officer when its former CLO retired. His challenge: to work directly with French senior executives, managing a global legal department of 160 lawyers scattered all over the world–sans the ability to speak French.

One of the youngest lawyers to head up the legal department of a large global company, 41-year-old Wexler had spent the years that led up to this prestigious appointment cultivating an impressive r?sum? that boasts legal skills many lawyers never achieve.

From contributing to a legal guidebook on construction practices to negotiating commercial transactions all over the world, Wexler has paid his dues.

He cut his legal teeth working at small law firms in Japan and London after graduating law school in 1993. When he moved back to the U.S., he decided to go in-house–working as corporate counsel for engineering company Stone Webster, then as general counsel for a small startup.

In 1999, Wexler took a position as associate general counsel at American Power Conversion Corp. (APC), which Schneider acquired in 2007.

Then it was just a matter of time until Wexler would stand at the helm of the large multinational company's
legal department.

Q: Why did you decide to go in-house?

A: Because of everything I had been exposed to working in law firms, I realized I was more interested in the business side of things.

At Stone Webster, my skill set matched what they wanted. Once I got inside, I knew I was never heading back out. And it had nothing to do with billable hours. It had to do with the fact that I got to be a lot more involved in the business side of things. I got to do a lot of sophisticated negotiations of commercial transactions.

It was a very fertile learning ground for a young guy. The nature of the business was they just threw you in. Immediately, I was involved in major international projects–going to Saudi Arabia, Egypt and Indonesia. I was working with some of the largest corporations and governments in the world. I learned a lot in that position, and it helped prepare me for my position at APC [now Schneider].

Q: What do you think makes your legal department at Schneider unique?

A: This is a highly diverse legal department. We have lawyers all over the world–Egypt, Colombia, India, Hong Kong, Australia, etc. Schneider has lawyers in 31 different locations, so there is a lot of cultural diversity as well as legal diversity. We deal with all legal aspects of the company–everything from basic corporate governance to intellectual property.

Q: Tell me about the “Corporate Legal Review” initiative you led.

A: About a year ago, I was approached by executive management to run a study of all legal resources for the company. We had a decentralized legal model. Divisional GCs reported to divisional executive vice presidents, not the CLO. Schneider's executive management team asked me if there was a better way to structure the lawyers throughout the company.

Starting in 2008, we conducted a worldwide legal study and reviewed all legal people: where they were, how much they spent, their skill sets, who they used for outside counsel. We created three regions: Americas and Europe, Mideast and Africa, and Asia-Pacific. In those regions, we assigned regional CLOs.

The first thing we had to do was convince management this was a good idea. It has been an educational process for everyone. Some people are very excited. Some have concerns about how it will affect them. We're working through all those things right now.

Q: Why did Schneider, a French company, choose a non-French-speaking American to head its legal department?

A: A couple reasons: Prior to being named CLO, I was the GC of its largest global business unit. I had experience for many years running a global legal team. Schneider also has a strong culture of promoting from within. Management wanted someone who would create a structure, who understands the business as well as the company's needs. I was a natural choice.

Q: What tools are you using to learn French?

A: I'm spending a lot of time in France, taking some classes and listening to audio tapes when I travel. I also ask people to mix in French with their English, and as a result, I learn about 10 words every day. Words are coming faster than sentences.

Q: Will you eventually be moving overseas for this position?

A: Originally, I was going to be based in Paris. But one of the things that impacted the company's decision for me to stay in the U.S. was the global economic crisis. This is the case with some of the other global functions, as well. We decided not to spend significant sums of money relocating people when we're trying to save money. I would rather keep workers and fly back and forth.

Q: Do you find it challenging managing a large legal department from the U.S.?

A: Yes. However, much of the legal department is not in Paris. Lawyers are all over. It would be easier to be in Paris with the bulk of senior management. But there also is a lot of senior management in the U.S. It is a truly global company.

Q: What is the most challenging part of your job?

A: It's finding out what I don't know about Schneider. It is a large, complex multinational company with far-reaching operations–getting your arms around that is very difficult. You're in a division and you think it's very large, then you realize it represents less than 15 percent of the company.

Q: What do you like most about the work you do?

A: My job is fascinating. Learning about the company is great. Helping Schneider and putting together a strong legal team are exceedingly rewarding. This job makes me think a lot, and that makes me want to go to work everyday. Also, the products we make are among the best in the world to help the planet consume less energy. We're helping the environment.

Q: You're young for a CLO of such a large company. How did you achieve this goal?

A: I didn't necessarily set my sights on the job, but I thought it would be neat. I admired the GC at Stone Webster very much. When I came to APC, I always worked hard to do the best job I could do. I always thought the CLO position would be a logical extension.

Q: What advice would you give a young lawyer who would like to someday become CLO of a large company?

A: The best advice is the advice I give my team: Get to know what your business needs. It's not a novel answer, but it's the most important thing a potential GC can do. If you understand your business and the internal needs, where your company needs to go, and you do the best job you can, then you will have a very fulfilling career in a legal department.

Q: What's your dream job?

A: I would be a ski instructor in the winter and a stay-at-home dad in the summer.

Peter Wexler

Peter Wexler may have his work cut out for him. But that's OK–he isn't one to shy away from a challenge. In March, Paris-based Schneider Electric SA, a global energy management company, appointed Wexler, an American, to chief legal officer when its former CLO retired. His challenge: to work directly with French senior executives, managing a global legal department of 160 lawyers scattered all over the world–sans the ability to speak French.

One of the youngest lawyers to head up the legal department of a large global company, 41-year-old Wexler had spent the years that led up to this prestigious appointment cultivating an impressive r?sum? that boasts legal skills many lawyers never achieve.

From contributing to a legal guidebook on construction practices to negotiating commercial transactions all over the world, Wexler has paid his dues.

He cut his legal teeth working at small law firms in Japan and London after graduating law school in 1993. When he moved back to the U.S., he decided to go in-house–working as corporate counsel for engineering company Stone Webster, then as general counsel for a small startup.

In 1999, Wexler took a position as associate general counsel at American Power Conversion Corp. (APC), which Schneider acquired in 2007.

Then it was just a matter of time until Wexler would stand at the helm of the large multinational company's
legal department.

Q: Why did you decide to go in-house?

A: Because of everything I had been exposed to working in law firms, I realized I was more interested in the business side of things.

At Stone Webster, my skill set matched what they wanted. Once I got inside, I knew I was never heading back out. And it had nothing to do with billable hours. It had to do with the fact that I got to be a lot more involved in the business side of things. I got to do a lot of sophisticated negotiations of commercial transactions.

It was a very fertile learning ground for a young guy. The nature of the business was they just threw you in. Immediately, I was involved in major international projects–going to Saudi Arabia, Egypt and Indonesia. I was working with some of the largest corporations and governments in the world. I learned a lot in that position, and it helped prepare me for my position at APC [now Schneider].

Q: What do you think makes your legal department at Schneider unique?

A: This is a highly diverse legal department. We have lawyers all over the world–Egypt, Colombia, India, Hong Kong, Australia, etc. Schneider has lawyers in 31 different locations, so there is a lot of cultural diversity as well as legal diversity. We deal with all legal aspects of the company–everything from basic corporate governance to intellectual property.

Q: Tell me about the “Corporate Legal Review” initiative you led.

A: About a year ago, I was approached by executive management to run a study of all legal resources for the company. We had a decentralized legal model. Divisional GCs reported to divisional executive vice presidents, not the CLO. Schneider's executive management team asked me if there was a better way to structure the lawyers throughout the company.

Starting in 2008, we conducted a worldwide legal study and reviewed all legal people: where they were, how much they spent, their skill sets, who they used for outside counsel. We created three regions: Americas and Europe, Mideast and Africa, and Asia-Pacific. In those regions, we assigned regional CLOs.

The first thing we had to do was convince management this was a good idea. It has been an educational process for everyone. Some people are very excited. Some have concerns about how it will affect them. We're working through all those things right now.

Q: Why did Schneider, a French company, choose a non-French-speaking American to head its legal department?

A: A couple reasons: Prior to being named CLO, I was the GC of its largest global business unit. I had experience for many years running a global legal team. Schneider also has a strong culture of promoting from within. Management wanted someone who would create a structure, who understands the business as well as the company's needs. I was a natural choice.

Q: What tools are you using to learn French?

A: I'm spending a lot of time in France, taking some classes and listening to audio tapes when I travel. I also ask people to mix in French with their English, and as a result, I learn about 10 words every day. Words are coming faster than sentences.

Q: Will you eventually be moving overseas for this position?

A: Originally, I was going to be based in Paris. But one of the things that impacted the company's decision for me to stay in the U.S. was the global economic crisis. This is the case with some of the other global functions, as well. We decided not to spend significant sums of money relocating people when we're trying to save money. I would rather keep workers and fly back and forth.

Q: Do you find it challenging managing a large legal department from the U.S.?

A: Yes. However, much of the legal department is not in Paris. Lawyers are all over. It would be easier to be in Paris with the bulk of senior management. But there also is a lot of senior management in the U.S. It is a truly global company.

Q: What is the most challenging part of your job?

A: It's finding out what I don't know about Schneider. It is a large, complex multinational company with far-reaching operations–getting your arms around that is very difficult. You're in a division and you think it's very large, then you realize it represents less than 15 percent of the company.

Q: What do you like most about the work you do?

A: My job is fascinating. Learning about the company is great. Helping Schneider and putting together a strong legal team are exceedingly rewarding. This job makes me think a lot, and that makes me want to go to work everyday. Also, the products we make are among the best in the world to help the planet consume less energy. We're helping the environment.

Q: You're young for a CLO of such a large company. How did you achieve this goal?

A: I didn't necessarily set my sights on the job, but I thought it would be neat. I admired the GC at Stone Webster very much. When I came to APC, I always worked hard to do the best job I could do. I always thought the CLO position would be a logical extension.

Q: What advice would you give a young lawyer who would like to someday become CLO of a large company?

A: The best advice is the advice I give my team: Get to know what your business needs. It's not a novel answer, but it's the most important thing a potential GC can do. If you understand your business and the internal needs, where your company needs to go, and you do the best job you can, then you will have a very fulfilling career in a legal department.

Q: What's your dream job?

A: I would be a ski instructor in the winter and a stay-at-home dad in the summer.