Iyiola Alokolaro-Oyefeso’s Post

As a GC, you've mastered the legal arena. Now, it's time to conquer the boardroom. Here's your strategic roadmap: ↓ 1. The Time Crunch Test: Board service demands serious time. If you're already clocking 70-hour weeks, can you handle quarterly 3-day meetings, prep time, and unexpected fire drills? 2. Your Secret Sauce: You're not just a legal expert. You're risk management, corporate governance, and strategic planning rolled into one. That's your edge. 3. Network Effect 2.0: Only 25% of seats are filled by headhunters. Expand your circle. Industry events, The L Suite (TechGC), and nonprofits are all fair game. Don't overlook legal tech companies – your expertise is their goldmine. 4. Beyond the Resume: Ditch the job description. Spotlight achievements. That M&A triumph? The risk-reward balancing act? That's your highlight reel. Remember: Board service isn't GC 2.0. You're there to advance management's agenda and create long-term shareholder value, not to be the company's legal advisor. Have you set your sights on a board seat? What challenges do you anticipate? Share your thoughts.

Check out the key principles governing corporate behavior, encompassing transparency, accountability, fairness, and responsibility. https://lnkd.in/dkv2MjQ6

The recent EY crisis which has unfolded over several months is a good example of not only how an issue impacts individual and corporate reputations Instantaneous news cycles combined with social media which can amplify an issue irrespective of whether there’s any factual basis, means reputation management has never been more critical for individuals and organisations. For lawyers advising clients, it’s essential to recognise that legal advice, while paramount, is just one piece of the puzzle. Equally important is the consideration of reputational impact—a hard-earned asset that can be easily lost if not protected. https://lnkd.in/dxegPCZE FYI - Tony Jaques

I have been setting up and restructuring business for 2 decades now and the satisfaction of watching businesses grow is a huge achievement in itself. But what I also find more satisfying in helping businesses achieve their goals within an corporate investigation. This means no matter how good you are at your inhouse due diligence, when you employ staff, have you ever thought that someone may just get past through without your realising it? - what if it happens to you and you find you or your business in an internal investigation? Most recently I have had to deal with an inhouse corporate investigation, which was resoved within a month of submission, great! Oh my, there is so much invloved, such as:- Preserve and document the incident scene and my incident investigator's first priority should be to ensure that the incident site is safe and secure prior to commencement ... Having to collect all the right information and also to interview witnesses, which we often know, can be 50/50. Knowing what questions to ask, catching people out when they least expect it! Mostly I have to determine what is the root causes and Implement Corrective Actions! So it's not just about eating a bowl of cornflakes, its knowing how you seperate the good from the bad and getting the right results each time. All your legal and essential tools to hand. If you have any queries, questions, just feel free to call me - Be lovely to hear from you... #corporatelaw #inhouse #frauddetection #fraudprevention #legaladvice #corporatecompliance #hrconsultancy #companylaw #investigations

Lawyers, this is well worth a read. So many useful tips! 

Understanding #ConflictofInterest A conflict of interest arises when an individual’s personal interests — or those of their family or close associates — might compromise their professional decisions or actions. This situation occurs when a person in a position of trust, such as an employee, manager, or board member, has competing interests that could interfere with their duty to act in the best interest of the organization. These conflicts can be financial, personal, or relational and can influence decisions, leading to biased outcomes. Why It’s Essential to Recognize a Conflict of Interest Recognizing a conflict of interest is crucial because it: 1. Protects Integrity: When conflicts of interest are identified and managed, it helps maintain the integrity of the organization’s operations and decision-making processes. 2. Prevents Bias: Unchecked conflicts can lead to biased decisions that may not align with the organization’s goals or values. Recognizing these conflicts helps ensure that decisions are made based on merit and organizational objectives, not personal gain. 3. Safeguards Reputation: Failing to manage conflicts of interest can damage the organization’s reputation. It can lead to a loss of trust among stakeholders, including clients, investors, and the public. 4. Avoids Legal Risks: In many cases, not disclosing or managing conflicts of interest can lead to legal issues, including lawsuits or regulatory penalties. #compliance #governance #management #cfo #finance #law #legalissues

What do clients want most from their investigator?     A recent post by John Farren got me thinking about this (thanks for the inspiration, John 😀!)   First, clients want clarity.    Clients retain an investigator when they have a problem; they need clear answers so that they can understand the situation, make an informed decision and take action to address the underlying concerns appropriately.    Clarity also helps manage risk.   Second, clients want legal defensibility.     A workplace or regulatory investigation can have considerable implications for the parties, and, in my experience, clients want clarity through a procedurally fair process that will withstand scrutiny.       A legally defensible investigation also protects the interests of all parties involved, not just the client, while also minimizing the client’s legal exposure and protecting its interests.     Finally, clients want the investigator to be impartial.    Impartiality is a cornerstone of any effective investigation. It’s non-negotiable.    An investigator who remains neutral and objective, free from bias, and treats all participants fairly and equitably creates confidence in the integrity of the investigation and supports legal defensibility.     There are many so other sought-after qualities: attention to detail, trauma-informed, empathetic, timely, experienced, cost-effective ….the list goes on.   What qualities most resonate with you? #workplaceinvestigations #humanresources #investigations  

taking on an industry approach is no joke. (happy April fool's day) law firms who take an industry approach differentiates themselves from the competition. industry and sector teams are near and dear to our stage hearts. (Kathleen, Megan, and Jennifer have years of individual and combined experience launching and leading firmwide industry team programs at multiple Big Law firms when they were in-house #legalmarketers) some tips we learned if your firm is looking to launch an industry approach: -create a program for internal and external stakeholders. get buy in, show the value and set defined roles. -map #clients to an industry classification standard. (we are big fans of GICS, as it is part of S&P and a standard in the global financial community. the approach helps #lawfirms understand their clients better and positions them as industry experts.) -provide dedicated resources (examples: specific marketing team members, a separate industry budget, financial incentives for lawyers dedicated to the approach, competitive research, and internal/external industry dashboards. -develop specific #businessdevelopment plans for important clients in key industries. the plan should also include how you will demonstrate industry knowledge, client insights and the key metrics to measure monthly success and progress. -create an industry product as a door opener (for example: a free or flat fee review of a client's supply chain processes and relationships to ensure compliance with sustainable sourcing practices and ethical labor standards. #stage

Chatting with a post-grad at Henley Business School whose specialist subject is Corporate Governance, he told me why minute-taking is now such a big deal. Investigations and inquiries into corporate and institutional wrong-doing (Post Office now, infected blood scandal in the 1970s and 80s, financial crash 2007/2008, water companies today, spring to mind) all hinge on ‘who said what to whom’ in crucial meetings. Meeting minutes which record decisions only, and leave out the discussions around them, leave people who disagreed and made objections at reputational and, in some cases legal, risk. Office juniors, interns and work experience people are there to learn. To make them take on a task of such importance to the organisation, that more senior people regard as a tedious chore, is probably foolish and potentially damaging.