How are you structured to ensure that legal advice is vectored into your compliance processes? There are also significant regulatory and cultural perspectives that go with that legal advice. Do we want to have a conversation about fees? It will cost X, and then maybe that X will cause them to make a different judgment about whether to litigate or not, whether to go forward with the deal or not based upon their risk of the deal blowing up, and it seems to me that it should be expected from lawyers, and we need to be able to answer the question. And one important point for those people, about a third of my outside counsel spend is to prosecution patents. Our model is the opposite. So if nobody has any other preference, perhaps we could talk about when to instruct outside counsel.
At Lloyds Bank, we set up a diversity program for women, called Breakthrough, about two years ago. What do I get in exchange for this higher price? We look every three years. While working at Bank of New York I spent a lot of time there. So we look at it, we say what we want to say, and then if we decide that we want to leave, then we actually cut the cord and go find two or three other firms to pitch. I think it promotes legal quite positively to the business if we do this. Our headquarters are in the Boston area, and we have major business facilities in Arizona, California, Texas, Virginia Massachusetts and several other states.
Our top compliance officer reports right into the general counsel. So when she needs legal advice, she comes to us, and we work with them all the time.
I think actually at one point or another I have done work for or been opposite many of the companies that are represented in the room.
We have a lot of that, too, and I did it because we have a lot of it, too, and we had it in my old firm. There would be somebody there to answer that question.
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So, JPMorgan Chase has roughlyemployees across the world. Consequently, the borrower does not get their money on the agreed date.
vc To simplify this problem, I decided to create a standardized legal opinion for our real estate business across the UK. Among other roles, I serve the function of chief compliance officer. I think the challenges for companies, though, in terms of women in the workplace are getting women into really senior positions.
You need to understand when these interests may diverge. For those of you who have a global business, how do you align your global legal resources? The question is not is it legal, but is it stupid or not? Seabiwcuit if nobody has any other preference, perhaps we could talk about when to instruct outside counsel. We now have over 8, people on our mentoring program.
How can I manage this more efficiently? I mean, I have people embedded, but all of them come up to me.
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But you can also protect the interests of the CEO generally in that context. What do I get in exchange for this higher price? In the UK, many large organizations are trying to address the ethnic minority and diversity issue. We still obviously rely on outside counsel to do lots of things, but the point of that was to be quicker so that we could — we need to file an 8K.
Are we, if the lawyers say we should be doing X, are we doing X? So we look at it, we say what we want to say, and then if we decide that we want to leave, then we actually cut the cord and go find two or three other firms to pitch. Having been one of the ERISA lawyers reporting to the business, I would say that that reporting structure is not my preference.
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So it ends up being about value. I consulted with magic circle, silver circle and some smaller firms, to get agreement on a form of legal opinion that would be acceptable to everyone.
The problem is you are much more likely to become captured and to have less of the looking for synergies across the business, less of the things we want to try to do be effective I think across the company. Breakthrough is designed to focus on helping women progress through the organization and retain female talent. People who were supporting the business, they would support the litigation. Compliance is an integral part of our office of the general counsel. Deabiscuit bless people who have figured seaboscuit out, because I have not figured it out.
Is the compliance department their client or something more? When I was at Mellon, it moved from the general counsel to the chief risk officer. Esabiscuit support the business. A little contrarian on one part of that. Sometimes it can feel that way, but sometimes you just have to sort out in these circumstances who your client is. We havelawyers all around the world, and about 40 or 50 of them are at headquarters.
But the idea is to have the investigatory compliance issues, zeabiscuit issues, regulatory, subpoenas, attorneys, etc outside of that reporting of basically the line of business.
So one of the things that we do look to outside counsel for is often to fill in our gaps in terms of regional knowledge. Compliance is transaction monitoring, which legal never would have done before.