Sentences with phrase «legal operations strategies»

On May 23, 2018 at 1:00 pm ET / 10:00 am PT, attend Legal Operations Discuss: Maximizing Legal Hold Efficiency, Exterro's client spotlight webcast with NetApp, so you can learn directly from two legal operations professionals about how they applied legal operations strategies to assess and improve NetApp's legal hold process.

While there is still plenty of interest in keeping up with the latest, cutting - edge legal operations strategies, we have found that there is also a real willingness from seasoned legal operations executives to mentor those who are in early stages of defining, designing and building legal operations functions.

Not exact matches

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Because digital dexterity is a business strategy (and not simply a technical strategy), input is needed from the leaders from every department — accounting, human resources, legal, marketing, operations — not just the IT team.

The workshop highlights how venture capitalists respond to entrepreneurs who seek funding and assistance, and focuses on teaching the fundamental elements of due diligence, deal structures and terms, legal requirements, small business strategy and operations, and exit strategies from both the perspective of a venture capitalist and entrepreneur.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

TSSP's Core Platform is comprised of our «Pentagon» (our sourcing - as - a-business), fundraising, portfolio operations, business development, legal, compliance, accounting, and financial planning operations, as well as our strategy, tax, IT and other «non-investment» functions that work across disciplines to ensure robust risk management and investment support.

Learn key strategies for start - up, financing and marketing as well as important information about legal issues, licensing, zoning, operations and more.

That this House notes that ISIL poses a direct threat to the United Kingdom; welcomes United Nations Security Council Resolution 2249 which determines that ISIL constitutes an «unprecedented threat to international peace and security» and calls on states to take «all necessary measures» to prevent terrorist acts by ISIL and to «eradicate the safe haven they have established over significant parts of Iraq and Syria»; further notes the clear legal basis to defend the UK and our allies in accordance with the UN Charter; notes that military action against ISIL is only one component of a broader strategy to bring peace and stability to Syria; welcomes the renewed impetus behind the Vienna talks on a ceasefire and political settlement; welcomes the Government's continuing commitment to providing humanitarian support to Syrian refugees; underlines the importance of planning for post-conflict stabilisation and reconstruction in Syria; welcomes the Government's continued determination to cut ISIL's sources of finance, fighters and weapons; notes the requests from France, the US and regional allies for UK military assistance; acknowledges the importance of seeking to avoid civilian casualties, using the UK's particular capabilities; notes the Government will not deploy UK troops in ground combat operations; welcomes the Government's commitment to provide quarterly progress reports to the House; and accordingly supports Her Majesty's Government in taking military action, specifically airstrikes, exclusively against ISIL in Syria; and offers its wholehearted support to Her Majesty's Armed Forces.

«That this house notes that ISIL poses a direct threat to the United Kingdom; welcomes United Nations Security Council Resolution 2249 which determines that ISIL constitutes an «unprecedented threat to international peace and security» and calls on states to take «all necessary measures» to prevent terrorist acts by ISIL and to «eradicate the safe haven they have established over significant parts of Iraq and Syria»; further notes the clear legal basis to defend the UK and our allies in accordance with the UN Charter; notes that military action against ISIL is only one component of a broader strategy to bring peace and stability to Syria; welcomes the renewed impetus behind the Vienna talks on a ceasefire and political settlement; welcomes the Government's continuing commitment to providing humanitarian support to Syrian refugees; underlines the importance of planning for post-conflict stabilisation and reconstruction in Syria; welcomes the Government's continued determination to cut ISIL's sources of finance, fighters, and weapons; notes the requests from France, the US and regional allies for UK military assistance; acknowledges the importance of seeking to avoid civilian causalities; using the UK's particular capabilities; notes the Government's will not deploy UK troops in ground combat operations; welcomes the Government's commitment to provide quarterly progress reports to the House; and accordingly supports Her Majesty's Government in taking military action, specifically airstrikes, exclusively against ISIL in Syria; and offers its wholehearted support to Her Majesty's Armed Forces.»

MS: I love that we've had to learn about so many different disciplines along the way: everything from strategy to finance to digital marketing to legal to content distribution to commerce operations — and the list goes on.

At LegalWeek CONNECT, which will take place in London later this month, Sarah will be part of a panel of legal operations experts discussing innovative strategies for aligning legal operations objectives and optimising processes that bring together outside counsel and legal departments.

Priori recently sat down with Ken Callander, Managing Principal of Value Strategies, as part of our interview series for CLOC 2018, about how he helps legal departments ace their legal operations using value - based fee arrangements

We review developments and contextualize them based on their experience covering business strategy and operations in the legal services sector and our ongoing conversations and engagement with industry experts.

With the right amount of investment, clear expectations and measurements, and empowering legal operations to influence legal department strategy, many legal departments are scaling their operations to increase service levels, reduce risk to the business, and deliver better outcomes with limited legal resources.

As our good friend Mark Cohen has explained in reference to the collaborative era for law firms, the 21st Century Legal Professional embraces and seeks opportunities to collaborate with old and new knowledge, tools and thinkers in the realms of data, design, operations and strategy.

He is regarded as an authority and thought leader in various aspects of legal technology, expertise he will share as he consults with Alphaserve clients to improve their technology strategies and operations.

Some departments don't have the capacity to hire a team or individual dedicated to legal operations, but we'd still like to share the strategies we've found to be successful.

KYL's commitment to excellence in applying leading edge technology in its operations and litigation practice has resulted in a number of recognitions including being the first law firm to be named to the InfoWorld 100 (2003), two International Legal Technology Association Distinguished Peer Awards (2011 and 2014), top individual honors from the Association of Certified eDiscovery Specialists (2015), the first law firm to pass the Procertas Legal Technology Audit (2015), the first ever Association of Certified eDiscovery Specialists Law Firm of the Year Award (2016) and LMA Impact Award for Strategy & Innovation (2018).

The event focuses on operational strategies and issues for legal technology professionals working in law departments or as part of legal operations.

Trace Blankenship regularly advises chief executives, senior management, boards of directors and entrepreneurs on strategy, execution and legal requirements of significant business transactions, complex leadership and ownership decisions and day - to - day operations.

Having the right tool is important now more than ever because corporate legal departments are also tasked with overall business operations and strategy.

In 2010 the firm's volume operation became Involegal, a separate legal entity, to enable it to grow its business by pursuing a focused strategy, developing bespoke technologies, improving leverage and implementing standard operating procedures.

Chris is the founding Director of legal and professional service sector retained advisors and thought leaders Kingsmead Square, advising on strategy, operations, transformation and smart implementation of business plans.

In his role as Chief Legal Counsel and Policy Director to former Delaware Governor (and now U.S. Senator) Thomas R. Carper, Tom supervised all legal operations for the governor's office, developed the governor's policy and legislative agenda, and implemented the legislative straLegal Counsel and Policy Director to former Delaware Governor (and now U.S. Senator) Thomas R. Carper, Tom supervised all legal operations for the governor's office, developed the governor's policy and legislative agenda, and implemented the legislative stralegal operations for the governor's office, developed the governor's policy and legislative agenda, and implemented the legislative strategy.

The combination of its diversified set of strategy, operations, technology and talent services with our powerful lightweight software solution will enable law departments to take their legal operations to the next level.

His key areas of advisory expertise include: off - shoring and legal process outsourcing, legal process reengineering and optimization, resourcing strategy and spend management, operations and infrastructure, use of technology, communications, succession planning and legal professional development frameworks.

Resources are available that have experience in selecting and implementing these tools that also bring practical experience in delivering legal services to drive business strategies and legal operations.

Several recent key hires at Elevate include Jack Diggle, previously head of strategy for the legal group at Barclays; Dan Coll, who managed Oracle's legal operations group as Associate General Counsel; Howard «Bud» Phillips, previously CIO of LeClairRyan; and James Odell, formerly Chief Operating Officer of Australia and South East Asia for Baker & McKenzie.

As a Legal Alignment Business Advisor, Clay provides strategic counsel in finance, investment, and operations strategies resulting from his remarkably successful executive career.

This dual competency enables in - house counsel to develop a pragmatic understanding of business strategies (both short term and long term), riskmanagement initiatives, global operations, and the relevant legal environment.

If you need help with legal operations, law firm strategy, or productivity, click the button below.

So it's perhaps a little comforting to know that even its head of legal operations, technology and strategy and part of the Corporate Legal Operations Consortium executive leadership team finds that the number of tools available to aid in the development of a more efficient and effective legal department can be overwhellegal operations, technology and strategy and part of the Corporate Legal Operations Consortium executive leadership team finds that the number of tools available to aid in the development of a more efficient and effective legal department can be overwhelLegal Operations Consortium executive leadership team finds that the number of tools available to aid in the development of a more efficient and effective legal department can be overwhellegal department can be overwhelming.

The Working Group's final report, titled Working Together for Change: Strategies to Address Issues of Systemic Racism in the Legal Professions, contains 13 recommendations that fall within five broad categories of action: measuring progress, accelerating culture shift, educating for change, implementing supports and operations of the Law Society.

«Just walking the floor at LegalTech, I can't keep track of the legal providers and I try very hard to keep up with what's out there — that's an example of how quickly the times are changing,» said Mary Shen O'Carroll, head of legal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rlegal providers and I try very hard to keep up with what's out there — that's an example of how quickly the times are changing,» said Mary Shen O'Carroll, head of legal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rlegal operations, technology and strategy with Google Inc., speaking as part of a panel during LegalWeek in New York in January called «Evolution of the Legal Services Delivery Model.&rLegal Services Delivery Model.»

He is responsible for strategy, operations and legal affairs of Nassau Re and its subsidiaries.

Cultivate a deep business partner relationship across the organization, including but not limited to finance and strategy, accounting, legal, tax, SEC reporting, treasury, and operations and all relevant stakeholder of the company

streamline, benefits, budgets, communication skills, Contract management, contract negotiations, contract negotiation, Client, designing, documentation, edge, Employee relations, Entrepreneur, financials, functional, hiring, HR, Leadership, leadership skills, legal, Regulatory compliance, litigation, market, access, money, Negotiations, newsletters, operations management, organizing, Paralegal, policies, pricing, Procedure development, Process improvement, publications, Recruiting, sales, strategy, strategic, Strategic planning

Tags for this Online Resume: strategy, operations, cross functional, Legal Management, director, brand management, Team development, Contract Negotiations

Professional Experience United Media — a division of E.W. Scripps (New York, NY) 1988 — 2011 SVP / General Manager — Syndication & Web (2002 — Present) • Outline financial and strategic direction of business operations, directing all aspects of syndication division including sales, editorial, web, customer service, administration and production • Identify, develop and launch unique, valuable IP created by artists, writers and producers, including Dilbert and Big Nate • Negotiate client, talent, licensing and vendor agreements, working closely with in - house and external legal teams • Develop pricing strategies, competitor and market analysis, marketing and business plans for over 200 properties • Manage key talent relationships with IP including Charles Schulz / Peanuts, Scott Adams / Dilbert and Gemstar • Oversee and direct content for first and largest consumer - facing website in industry, comics.com, developing subscription and ad - based models and creating new features including e-commerce, widgets, RSS feeds and animations • Increase revenues, manage expenses, streamline workflows and create team environment to increase productivity, consistently exceeding profitability goals within a declining market segment

Paralegal — Duties & Responsibilities Provide excellent legal and administrative support in a fast paced, high intensity law firm environment Perform legal research and document preparation such as affidavits, contracts, and correspondence Discover and analyze applicable case law, statutes, codes, and influential secondary sources Develop experience with civil litigation including employment, contract, real estate, and business law Responsible for pretrial preparation such as exhibit organization and documentation Manage client case files in company electronic filing system resulting in accurate and organized records Monitor and update firm law library with up to date primary and secondary sources Participate in civil, criminal, and administrative mock trials Train in all evidentiary, procedural, and substantive aspects of litigation Proficient in public relations theory, strategy, and comprehensive campaign management Develop and implement communications plans through in depth analysis of client challenges Create brand awareness, corporate identity, logos, signage, special events, and strategic partnerships Oversee company budgets, support staff, contracts, and daily operations