From left, Janice Chan, executive compensation and benefits counsel; Julia Crupi, senior manager, paralegal; Jacqueline Pareres, paralegal; Maritza Schuck, senior executive assistant; Lynsey Ramos, labor and employment counsel; Russell Pommer, assistant general counsel, vice president global regulatory affairs; Katia De Loose, corporate attorney; Jennifer Chernichaw, staff vice president, labor and employment counsel; Madeline Sims, corporate counsel; Adam R. Kokas, executive vice president, general counsel and secretary; George Kopcsay, staff vice president, corporate counsel; Sara Felder, senior corporate counsel and Michael W. Borkowski, senior counsel and assistant secretary.(Photo: David Handschuh/NYLJ)

Best Legal Department

Q: How is the role of general counsel evolving, and how have you adapted?

A: GCs more often are members of the C-suite, reporting in to the CEO. GCs' overall responsibilities have shifted and expanded from primarily legal matters, to much more of a business focus as well. GCs often have to weigh legal issues and risks against the long term business goals of the enterprise. From an Atlas perspective, I have been a part of this expansion of scope and responsibility, and it has been a very exciting time to be the company's general counsel. My role encompasses much more than the traditional legal role, and these responsibilities continue to grow in scope and impact. This includes being the company's corporate secretary, with primary responsibility to the board, governance and shareholders, and overseeing compliance, regulation, litigation, ethics, E&S (environmental and social) and beyond.

Q: How do you find it most effective to develop leadership skills, and to foster them in others? 

A: Collaborating with other lawyers and business leaders in the company when leading projects provides a better overall perspective of the big picture and how to have a positive impact on it. Also delegating important matters to others, ensuring they have appropriate background, guidance and understanding from a legal and business perspective, and then letting them lead while providing an appropriate level of supervision. Atlas' culture encourages leadership interaction and outreach throughout the organization. Given the company's size and entrepreneurial spirit, the organization is not hierarchical in many ways. The company's leaders encourage collaboration, and they respect the legal and business views of the legal team. Lastly, remaining active with outside interests and opportunities that may help develop leadership skills

Q: What is the most effective time-management tool or technique you employ?

A: Companies often have many meetings, so a well-structured meeting is important. Having an agenda in advance, a summary of the items to be acted on in the meeting, and any “pre-read” materials are all very helpful. It's also useful to have the meeting begin with a big picture summary of the main topics/key items, and what folks are looking to achieve, rather than diving right into smaller issues or items. Communication is another key; avoid silos—if folks are kept in the loop it helps save time in the long run. And nothing gets done without a deadline—having deadlines assists in prioritizing and properly managing resources.

Q: What is your best advice for in-house lawyers trying to make an impact, with their corporate clients and beyond?

A: Always look to propose solutions, and not just identify the issues or impediments. It is important for others in the company to understand the legal issues, risks and the like, but also to understand what the “range of the possible” is. You don't want the Legal Department to be seen or behave as a department of “no” within the organization. By being collaborative and solutions-driven, and also providing an appropriate business perspective, other areas of the business should approach the legal team earlier in matters. And this can help make you a better and more well-rounded lawyer for the company.