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No one in the compliance field seeks out pressure, scandals or crises, but these types of problems come with the job. In her career, Suzanne Rich Folsom has taken on these challenges head-on.
While a love of policy and a balanced legal background help make any good labor and employment lawyer better, DFEH Director Phyllis W. Cheng's perseverance and dedication to justice for all have much deeper roots than that.
In the last few decades, business leaders have had to consider one more factor that has been growing in significance: Intellectual property. Companies now see IP, especially patents, as keystones of business architecture.
Because of the increased importance of IP, more and more companies realize the need for a chief IP counsel, and, more specifically, one who possesses both business and technical competence.
As we approach this year’s proxy season, corporate governance concerns—from say-on-pay and directors’ competence to other less traditional topics—are heating up as shareholder influence in the boardroom continues to gain momentum.
The attack on patent trolls is seeing bipartisan support on both the state and federal government levels, but many dominos must fall before there is clarity on the matter.
Attorneys on the path toward becoming general counsel or rising to another type of senior-level executive position within their company need to be taught leadership skills that are not taught in law school.
These days, public companies are facing a host of new and complex challenges, but there are also some issues in the boardroom that never seem to go away.
A Morgan Stanley managing director ended up in prison for committing substantial Foreign Corrupt Practices Act (FCPA) violations, but the strength of the company’s compliance program helped it avoid enforcement actions from the Department of Justice (DOJ) and the Securities and Exchange Commission (SEC).
Light bulbs have gone on over the heads of many in-house counsel this past year, and InsideCounsel has tapped into the insights of 10 innovative legal teams.
We are proud to introduce the R-3 100 program—a list of 100 women who will likely be ready in three years to become general counsel. Hence, R-3 100—“ready” in “three” years.
They collaborate closely: Information-sharing among AGs and their staffs has long been an important part of their operations.