Name: Tara K. Giunta

Category: Law Firm: Thought Leadership

Firm/Company: Paul Hastings

Title: Partner, Litigation

Time in Position: Since 2005

What was your route to the top? 

Thirty-three years ago, I started my practice by advising clients in the international telecom/satellite industry as they expanded into foreign markets where the state-owned telecom networks were being privatized, and therefore the clients were interacting with government officials, both as regulators and system owners. That was my introduction to the FCPA. Fast-forward to the 2000s when, post Enron and WorldCom, the Department of Justice and Securities and Exchange [Commission] ramped up enforcement of the FCPA, resulting in a significant expansion of my client base into other industries, particularly those that are regulated and have high levels of interactions with government officials. Today, I advise C-suites and boards in identifying and mitigating risks, developing and enhancing compliance programs, investigating and remediating wrongdoing and/or internal control weaknesses, and conducting ABAC-related due diligence in M&A and other commercial transactions.

What keeps you up at night? 

The biggest challenge for all of us is keeping up with ever-shifting risks facing companies. Today, it is not only the variety of risks but the speed with which risks can surface, and the fact that those risks can come in unanticipated areas and can be devastating to a company. How well an organization understands, addresses and mitigates those risks can significantly impact its ability to compete and succeed.

It is therefore increasingly important that boards and senior management have appropriate, differing and complementary skill sets, experience and perspectives. That is what initially got me interested in the issue of board diversity and, in particular, gender parity on boards, as well as the broader role of environmental, social and governance compliance for companies and their boards. These are, at heart, an issue of good corporate governance.

What is the best leadership advice you've given or received, and why do you think it was effective?

1. Listen. Make sure you understand what you are hearing and why you might be hearing it. 2. Do not assume you know the issue or answer too quickly, and make sure you have considered all sides. 3. Be humble. Each interaction is a potential teaching/learning moment. 4. Take your time. Your initial reaction may not be the most advisable, so give yourself the time to digest, reflect and then respond. Obviously, how much time you may be able to take differs depending upon the circumstances. 5. Be respectful to everyone. Full stop. No exceptions. And position should not factor into the equation!

Looking back, what do you wish you had known when you started out in the legal profession?

As a woman in the legal profession, I wish I had appreciated—33 years ago!—how critical it would be to establish, maintain and constantly expand my network. I wish I had appreciated need, and had the courage, to market myself and be fearless in doing so. In the late '80s and '90s, it was very challenging to be a woman in "Big Law." I had to prove myself every day, and I knew I was being evaluated against a standard that didn't permit me to be too aggressive, push back or get angry or frustrated. I couldn't risk being labeled as difficult, emotional or, God forbid, a feminist. Today, a lot of that has changed for the better, and there are more women in senior positions in companies and firms—although not nearly enough!

What is the most valuable career advice anyone has ever given you?

Trust your instincts. If it doesn't feel right, stop and reassess, even if it is coming from someone in a position of power and authority.

Be fearless. This is your moment (and all of the little moments that make up "your moment") in your career.

Believe that you actually might be the smartest person in the room!