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‘Legal project management is key for us,’ says Shell Canada Ltd.’s Gordon McCue.
‘Legal project management is key for us,’ says Shell Canada Ltd.’s Gordon McCue.
As the energy sector braces for a “lower for longer” oil price environment, companies like Shell are looking for ways to find efficiencies and cut external legal costs.
Survey shows diversity delivers 25 per cent higher share of spend
Survey shows diversity delivers 25 per cent higher share of spend
Gender drives different buying behaviours in-house, according to a new survey that looks at the influence diversity has on the legal market, and the gap in pay for women.
Profession needs to create opportunities for young lawyersI often hear that millennials are lazy, they want too much too fast, and that they are unwilling to work for their success. I hear this on the street, on the radio, I read it online, and I hear it at social events.
 Thomas Warren, partner Sutherland Asbill & Brennan LLP, Suzanne Hathaway, vice president, general counsel Keyera Corp., and Charmaine Toms, general counsel, MNP LLP.
Thomas Warren, partner Sutherland Asbill & Brennan LLP, Suzanne Hathaway, vice president, general counsel Keyera Corp., and Charmaine Toms, general counsel, MNP LLP.
How do you get an audience of in-house counsel involved in a discussion? Bring up the management of spiralling litigation spending.
Post-Panama Papers, how should in-house react?On May 9, a further trove of confidential information from the files of the Panamanian law firm Mossack Fonseca & Co. was released to the web by the hacker(s) who penetrated the firm’s e-mail system. As we all know, the firm’s clients were largely nominees or intermediaries: banks, financial administrators, accountants, etc., who carried out their clients’ bidding via the formation of “shell companies” in foreign tax havens. The creation of the companies and use of intermediaries created an expectation of anonymity. That anonymity was however shattered with the publication of the Panama Papers. They contain the names of the intermediaries, the ultimate beneficiaries, related correspondence and contracts and, most importantly in the case of corporations, the identity of shareholders and directors. 
Monday, 02 May 2016 09:00

Life after in-house

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Life after in-houseWhen the $6.8-billion takeover of Canadian Oil Sands was complete, the company’s senior vice president and general counsel Trudy Curran put down her smartphone and started thinking about her next career move. She knew it wasn’t going to be to another job in-house.
Click image to enlarge
Click image to enlarge
Women now make up almost 50 per cent of the in-house bar in Canada but they are still being paid less than their male counterparts, according to a recent survey.
Monday, 18 April 2016 09:00

Should I stay or should I go?

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Should I stay or should I go?While we know the perils of believing that the grass is greener on the other side, we also know that the times of staying with one employer for the entire length of one’s career is very much over. Today, people expect to change employers numerous times throughout their careers. In fact, it is very common to use each new job as an opportunity to obtain promotions and increases in your salary greater than the average 3 per cent annual salary increase people get for staying with the same employer.
Pierre Magnan, Christopher Wolfenberg, Gulu Punia, and Karen Wyke looked at recurring themes faced by in-house counsel in the current economy. Photo: Jennifer Brown
Pierre Magnan, Christopher Wolfenberg, Gulu Punia, and Karen Wyke looked at recurring themes faced by in-house counsel in the current economy. Photo: Jennifer Brown
CALGARY — With weekly reports of large energy companies with mass layoffs, some are now in the second round that have a great impact on legal departments in Calgary.
Monday, 04 April 2016 09:00

Tightening the customer relationship

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David Leonard says the most effective way to deliver legal services may include sending work that isn’t core to Big Law to someone else.
David Leonard says the most effective way to deliver legal services may include sending work that isn’t core to Big Law to someone else.
Law firm success has always been based on building solid relationships with clients, but as he takes on his new role of CEO at one of Canada’s largest law firms, David Leonard knows it needs to go to another level in today’s climate.
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