As a key player in Wilder's corporatewide restructuring and operational improvement
program, Peterson's marching orders were succinct: rein in the company's legal spending
by assembling its first-ever inhouse legal department, staff it with litigators and other
legal specialists, cut back on the number of outside law firms serving TXU, and begin
working closely with TXU business units to reduce their legal requirements.
Less than two years later, Peterson has assembled a staff of 18 attorneys, including six
full-time litigators; taken nearly one-third of the company's legal work in-house; and
reduced TXU's legal spending by roughly 15 percent. Further, he expects to reduce
legal expenditures by another 15 percent in 2005 ...