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November 2007
What Corporate Counsel Want (And How to Give It to Them)
As President Kennedy might have said had he been a lawyer, “Ask not what your client can do for you; ask what you can do for your client.” Corporate counsel these days are looking not only for lawyers who are talented but also lawyers who can serve as true partners. This requires that we have a firm understanding of the facts and law at issue, as well the company’s culture, business, and the corporate counsel’s unique work style. Before starting a new matter, always meet with your client to see what can be done internally versus externally, what can be outsourced, what work can be recycled, and what can be jettisoned altogether to maximize the value for your client.
Yuri Mikulka, Irvine, CA
Cochair, Section of Litigation
Committee on Corporate Counsel
Get involved in the state bar association and your ABA by developing those contacts that are outside your immediate geographical area. Then you can begin to replicate a lot of the benefits of the huge firms with offices all over the place.
Be at the top of somebody’s list, whether it’s developing an expertise or providing access or generalized advice consistently well; be the person that that company calls first. It’s that old definition of a genius—not someone who knows the answers but someone who knows where to find them.
Stephen J. Curley, Stamford, CT
Cochair, Section of Litigation Solo & Small Firm Committee
Always communicate with corporate clients. Email is a great way to communicate and a great way to give them a quick update on a matter without the formality of a letter. Communication is key.
Use your bill as a selling tool. Put the items you did in your bill to justify your fee but also use the billing description to show what is going on with the file. That’s kind of an art.”
Walter D. James III, Grapevine, TX
Member, Section of Litigation Criminal Litigation and Environmental Litigation
Committees
Be proactive about exploring alternative fee arrangements. A lot of times we see only the variations that we propose or other companies suggest to us, but these firms have to be getting all kinds of suggestions and developing all kinds of arrangements with their various clients. Every case seems to be a case of first impression when it comes down to figuring out a budget. But sooner or later, the billable hour is going to have to go by the wayside.
James G. Potter, San Francisco, CA
Del Monte Foods Co.
No surprises. Keep your client informed about all developments. Yes—this includes mistakes and bad decisions.
Robert R. Simpson, Hartford, CT
Cochair, Section of Litigation Corporate Counsel Committee
It’s got to be a relationship where, to the extent I haven’t indicated exactly what I want, outside counsel are proactive in giving me exactly what I want—no more, no less. I think it’s being really focused on giving me what I’m looking for.”
Rhonda M. Bethea, San Francisco, CA
Del Monte Foods Co.
Do the work you need to do to achieve the objective but don’t do any more. What I find beneficial in working with small firms is they tend to be very efficient; they can’t put three associates on a case. They need to be efficient and understand what I want, which in most cases is an early resolution.
Scott T. Rickman, San Francisco, CA
Del Monte Foods Co.
What You’ve Had to Say:
- OCT 12, 2007 – What role does the hourly rate play with corporate counsel decision making? Is the rate a factor on all legal matters, or—more likely—just some legal matters? If just some legal matters, what type of matters are in-house counsel most sensitive about?
