Education: 1990: J.D., The George Washington University Law School; 1987: B.A. (Political Science), Rutgers University.

Career in Brief: 2012–present: Pernod Ricard USA, Inc. (2013–present: Senior Vice President & General Counsel; 2012–2013: Deputy General Counsel); 1998–2012: Unilever United States, Inc. (2000–2012: Deputy General Counsel - Ice Cream/Litigation; 1998–2000: Assistant General Counsel - Litigation); 1996–1998: Herrick, Feinstein LLP, Litigation Associate; 1990–1996: Shearman & Sterling LLP, Litigation Associate.

Location of Company HQ: New York, New York.

Primary Industry Sector: Beverage Alcohol.

Revenues in the Last Financial Year: $10 billion global revenue.

Number of Employees Worldwide: 18,000.

Number of Attorneys Worldwide: Approximately 80.

Law Department Locations: US, France, Australia, Brazil, Colombia, India, Ireland, Russia, Spain, UK and a number of other countries.

How is the legal function structured? There is a group of attorneys in the global HQ in Paris, France, where the global GC is based. There are three regional attorneys located in Asia, Europe and the US. Attorneys are also located in key market countries around the world, including New York as the HQ for the US business.

Are there any innovative ideas your law department has adopted to further its goals? Innovation for our law department is being up to speed on all the new digital and other emerging technology that our business is participating in, so the business can win in the marketplace. By understanding what is happening in the digital world, we can help the business effectively navigate the highly complex regulatory framework for beverage alcohol. Embracing technology allows us to be more efficient as a legal team so we are able to spend more time on strategic, game-changing legal work.

In addition, we are using proven legal technologies like Serengeti e-billing/matter management software. We are also beginning to look at contract software and apps to improve workflow and timely advice to the business. We are excited about a new five-year strategic plan called Legal 2020 that will employ the most cutting-edge ways of delivering legal services for a fast-moving, innovative company like Pernod.

We are significant players in the Advance Law legal initiative, which gives GCs access to a highly select group of law firms in the US and around the world that offer very competitive rates and extremely high-level legal services. This unique initiative represents the future of outside legal services and allows companies to manage their legal costs and obtain the best value for their money.

How does the law department avoid being perceived as the "office of no" while still ensuring it helps the client avoid liability? It is in our DNA as a law department to find solutions to business problems. Our first response to a difficult problem is to put our heads together with the business to find a creative solution. The business appreciates this solution-oriented mindset and our willingness to, as we say at Pernod, "get our hands dirty" to solve problems.

At the same time, we train internally on how to have productive conversations with our clients so they understand the risks they are taking. If the risk-reward balance for a proposed transaction is not acceptable, we work together to find alternatives that still achieve the business purposes.

How do you align the incentives of external law firms with the objectives of the law department? By working with groups like Advance Law, being selective in the firms we use, and enforcing our Outside Counsel Guidelines, we build very solid relationships with our firms. As long-term partners, they understand our main objective is reaching cost-effective, practical solutions to legal problems. When you work closely with the same attorneys over the years, they get to know your risk tolerance and approach to resolving matters. Firms that want to have a continuing, mutually beneficial relationship will change their behavior to make you happy.

What three things does a law firm need to do to impress you? First, embrace and proactively suggest alternative fee arrangements. Second, be able to quickly analyze a matter and have the experience to predict the likely outcome and potential settlement options before having all the facts and spending a lot of money. Finally, be smarter than and one step ahead of the opposing attorneys.

If not an attorney, what would you wish to be? I would compose music scores for motion pictures.

What is the best career advice you have ever received? Be yourself and make sure that your clients want to have a drink with you because they want to, not because they have to.

What one piece of advice would you give to a prospective GC? Try to become a generalist and get experience in as many different legal areas as possible. Finally, work closely with the senior business team so you acquire the three "C's" for success — credibility, charisma and confidence.