Large company seeks commercial contracts negotiators to review, analyze and negotiate domestic and international sales agreements. Position responsibilities include:

·         Leading negotiations for the sale of information technology projects and services

·         Interacting with senior management as both an advisor and business leader

·         Collaborating with sales, operations, finance, legal, tax, and risk management to ensure that agreements adequately protect company’s interests

·         Reviewing and providing input on terms and conditions contained in RFP & and sales proposals

Requirements:

·         Heavy experience dealing with international business practices, antitrust laws, intellectual property, resellers, leasing companies, and commercial contract law

·         Minimum of 8 years of domestic and international sales negotiation, transactional, and/or in-house corporate legal experience

·         Extensive knowledge of the information technology industry and detailed knowledge of commercial contracts terms

We have multiple opportunities with energy companies in the New England area for lawyers with federal and state energy regulatory experience.  This is an exciting time to work in the electric power industry and participate in shaping energy policy and regulations.

Our clients seek attorneys with 3 - 7 years of FERC or state regulatory experience and excellent writing skills.  These are busy departments that offer cutting-edge work, along with competitive salaries and benefits, and career stability.

If interested, please contact sharon@sapiresearch.com .

 

In today’s economic world, marketing is more important than ever. The people who are bringing in business are the ones who are going after it.  Here’s a great opportunity: for the next 48 hours only, my colleague Paula Black is offering a collection of free bonus gifts to anyone who purchases her latest book: “The Little Black Book: A Lawyer’s Guide To Creating A Marketing Habit in 21 Days.” Designed to help lawyers integrate marketing into their daily lives, this book is quick, easy and inspirational. By purchasing it within the next 48 hours, you’ll receive special access to information and resources from more than 30 industry experts. A compilation of advice from some of the most sought-after experts in the legal arena, “The Smart Lawyer’s Toolkit” gives you instant admittance to an incredible collection of tips and information. Click here for details.

Legal Week recently launched a group for in-house lawyers.  Established last month by Legal Week conference editor Anthony Parker, the group enables law department attorneys to to exchange information and build working relationships.  The 500-member group is growing fast.

Members include in-house counsel from JP Morgan, Dubai International Capital, Virgin, Nomura, UBS, 3i, Carillion, Chevron, Barclays and IBM.   Access to the group provides links to features and analysis from Legal Week and its US sister titles, the latest news stories relating to in-house counsel and corporate legal departments, discussion boards, and information about upcoming events. 

To join, click here.

 

Downsizing almost always destabilizes a corporate law department, leaving in its wake uncertainty and doubts about the future in the minds of those not affected by the layoffs. If you’re among the ranks of those left standing, you might be thinking it’s a good time to start exploring other opportunities. Networking and reaching out to former colleagues is first step.

If you’ve been with the same firm or company for several years, your contacts may be out of date, especially if networking has taken a back seat to the demands of work and family life.  Here are some tips to start reconnecting:

  • If you’re not using online business and social networking tools, join now. These really work. LinkedIn is the leading online business networking site and has a very user-friendly interface. Spoke and ZoomInfo are also fairly useful, although the information can be outdated. Facebook is even crossing over to the business arena.
  • If you’re already a member of an online network, make sure to update all your current job and contact information. Join alumni groups and those that relate to your area of specialty. 
  • Bar association websites are also great resources to find former colleagues. Most states have online searchable attorney databases.
  • The Association of Corporate Counsel is also an excellent resource and the contact information for its members is almost always current.
  • Finally, Twitter is gaining ground as a way for business people – including lawyers – to self-promote and find colleagues. You can search for contacts and follow them, which can be a great way to re-establish a relationship.

 

This month’s Corporate Counsel features the magazine’s annual review of top legal departments.  The Hartford Financial Services Group, Inc. earned top honors this year for its impressive accomplishments on the precipice of a financial industry meltdown and for its highly-developed internal efforts to promote success within the legal department.  

Building a great team, of course, requires hiring great people, but Hartford Financial demonstrates how to push a legal department to truly excel.  And having a legal department that excels has never been more critical than it is now in times of tightening budgets and increased scrutiny on legal expenses.

Key lessons your legal department can learn:

  • Hire not just talented staff, but talented staff with complementary strengths.  Each hire should strengthen the overall team and equip the department to be more agile in the face of changes to the business.
  • Systematically implement mentoring and training programs.  These are long-term investments that will pay off in recruiting, retention, and productivity.
  • Train lawyers within the legal department to hire and manage the relationship with outside counsel.  Legal departments of all sizes need their lawyers to take a consistent, strategic approach to working with outside lawyers, particularly in times of tight budgets.  Even though most in-house counsel previously worked as outside counsel, many would benefit from training to get the most from outside lawyers.   
  • Take a hands-on approach to legal work.  Keeping in-house counsel actively involved in the matters they manage encourages a better result.
  • Encourage innovation.  Lawyers are not natural innovators, and change often comes slowly.  However, a culture that encourages experimenting with new methods, new approaches, and new perspectives will yield more successes than failures.


You can learn more about Hartford Financial’s successes here:  http://www.law.com/jsp/ihc/PubArticleIHC.jsp?id=1202430800136.

Corporate bonuses decreased by an average of 25 percent in 2008, and experts are predicting that companies will continue operating under reduced budgets for at least two more years. To compensate for slimmer compensation packages and retain valued employees, companies will need to boost morale in other ways.  

Here are some tips on how to retain talent when budgets are tight:

  • Communication from Management. Employees want to be regularly informed and know what’s happening around them – even if the news isn’t positive. Status reports from management give employees a sense of visibility and control.   
  • Give Employees a Chance to Talk. Periodic “Town Hall” meetings are particularly effective and give employees an opportunity to voice their concerns.  It might even be an opportunity to get some fresh ideas.
  • Training and Development. This is a great time to cross-train your team and utilize the people who have institutional knowledge about your organization. Investing in training and giving employees an opportunity to broaden their skills demonstrates an investment by the company in their future. Training and development initiatives may also present an opportunity to identify top performers who can someday lead the team when times are better.

 

Gaps on your résumé and multiple jobs within a short time period can raise red flags when applying for a new job.  Although we’re in a recession and have seen in the last several years an unprecedented wave of corporate and law firm consolidation, hiring managers and HR will still question résumé gaps and multiple job changes. No matter what the job market conditions are, first impressions on paper still count.

Here are some tips on how to handle these issues:

 

On the ResumeIn my experience, people tend to go straight to the résumé and either scan or skip the cover letter entirely. Consequently, candidates should include as much explanation as possible on the actual résumé. 

 

  • Example 1 - To explain a move or job change as a result of a merger: “ABC Company was acquired in 2006 by XYZ Corp.” The candidate may or may not have joined XYZ, but the message communicates that something unrelated to performance is the reason for the change.
  • Example 2 - To explain a gap as a result of maternity or parental leave: Place an asterisk or footnote next to the year or month in which the gap occurred and explain it at the bottom. “From 2000 – 2001, I took time off to care for my young children.”

Cover Letters. Although cover letters are extremely helpful to headhunters and external recruiters in that they tend to provide more information about the candidate than what is on the résumé, they are frequently discarded in the online résumé submission process, or are simply not forwarded by HR to the hiring managers. Sometimes, even hiring managers don’t read them.  If you believe more explanation is necessary to explain a career gap or job change than what you can fit (or should try to fit) on a résumé, then attach your cover letter to the résumé so that it becomes page 1, and then PDF it so that it’s all in one document. It is more likely to stay intact that way, which increases the chances that a hiring manager will read it.

 

Dates of Employment. A way to de-emphasize multiple moves in a short period of time is to list years instead of months and years in connection with dates of employment.

 

Chronological vs. Skills-Based Format.   A skills-based format typically highlights strengths, accomplishments and skills at the top with a summary of job positions below. Although this format is frequently recommended by career counselors, I advise against it. When I see résumés formatted this way, my initial impression is that a candidate is trying to hide something (like re-arranging the furniture to conceal a floor plan problem).  Recruiters and hiring managers want to know what you did in each job. 

As companies continue to look for ways to trim costs, video and telephone conferences are quickly becoming an initial first step for interviewing non-local candidates. Here are several tips on how to prepare for your video interview:        

  • Dress as you would for a face-to-face interview -  from head to toe. Even though the camera may catch you from waist-up at your desk, don’t take the chance being viewed in shorts.
  • Try to maintain eye contact with remote viewers and avoid frequently looking away, which could create an impression that you’re distracted.
  • DON’T CHECK YOUR BLACKBERRY.
  • Speak clearly and pay close attention to the interviewer’s conversation with you, even if the interview is being simultaneously broadcast to multiple offices.
  • When emphasizing something important, lean in slightly toward the camera.
  • If you’re a small person in a large chair, sit on the edge of your seat to maintain a strong visual presence.

To prepare for a telephone interview:

  • Minimize distracting background noise prior to the call’s start.  Barking dogs, television noise and flushing toilets can blow it.  
  • If the call is unexpected, ask to reschedule for a time when you’ll have had a chance to prepare yourself and your environment.
  • If the interview is scheduled, keep your résumé and notes close for reference.
  • Like a video interview, avoid checking your blackberry or e-mail, and pay close attention to the conversation. Phone interviewers judge candidates by what they say and how they say it.  Lulls in conversation can indicate a lack of focus or knowledge on a subject.

For both telephone and video conference interviews, it helps to practice. You can practice in the mirror or even by recording yourself. Additionally, it’s nice to send a follow-up thank you that reiterates your top selling points. Be sure to proofread, though.

 

As companies consider ways to control spending in 2009, many are choosing to reduce outside counsel costs by bringing more work in-house. Despite layoffs in virtually all areas of the economy, major corporations have found that boosting their in-house team can have long-term cost-cutting benefits.

According to a Chief Legal Officer study released late last year, 75 percent of respondents said they expected budget cuts in 2009, with most of the cuts directed at outside counsel spending. Some will find it necessary to increase law department headcount in order to manage the additional workload. 

For companies that choose, however, to refrain from hiring additional lawyers, the budget cuts will likely result in expanded responsibilities and higher expectations for efficiency by in-house lawyers. 

Here are some tips on how to work smarter:

  • Maximize the use of paralegals
  • Develop a strong working relationship with your HR team to minimize labor and employment issues through training and compliance
  • Embrace and use technology – now is the time to become an expert on software solutions, electronic invoicing or matter management 
  • Practice preventive law through training, dispute resolution procedures, contract administration and document retention policies

Budget cuts and efforts by law departments to do more with less this year may provide an opportunity for in-house counsel to diversify areas of expertise and broaden skills, which might come in handy someday.