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Civil Litigation - Page 30

This is FindLaw's collection of Civil Litigation articles, part of the Litigation and Disputes section of the Corporate Counsel Center. Law articles in this archive are predominantly written by lawyers for a professional audience seeking business solutions to legal issues. Start your free research with FindLaw.

Civil Litigation
Civil Litigation Articles
  • EEOC Issues Guidelines on Reasonable Accomodation
    Provided by Buchanan Ingersoll & Rooney PC
    EEOC issues guidance on reasonable accommodation The Equal Employment Opportunity Commission (EEOC) has issued det.

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  • What's a Fair Fee?
    Provided by John D. Lueck of The Law Offices of John D. Lueck
    Despite the fact that I am a lawyer, there have been a few times when I have needed the services of another lawyer..

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  • What is a Motion?
    Provided by Ando and Russell H.
    When involved in a lawsuit, parties and their attorneys often file motions, as in a motion to dismiss or a motion .

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  • Calculating Delay Claims: An Overview of the Components
    Provided by Last & Faoro
    A previous article set forth the basic requirements to establish liability for a delay claim. This article is an o.

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  • Federal Protection of Trade Secrets: Understanding the Economic Espionage Act of 1996
    Provided by Arthur J. Schwab of Buchanan Ingersoll & Rooney PC
    The Economic Espionage Act of 1996 ("EEA"), 18 U.S.C. ?? 1831-1839, has gained considerable media attention since i.

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  • Post-Employment Considerations: How to Prevent the Loss of Trade Secrets and Customers
    Provided by Karen Shichman Crawford of Buchanan Ingersoll & Rooney PC
    INTRODUCTION Importance of Post-Employment Procedures Post-employment considerations are an important compone.

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  • Crossing Over: Lawyers as Corporate Executives
    Provided by Irene Taylor 0 of Lexpert
    In the twenty-first century, change is discontinuous, abrupt, seditious. "In the twenty-first century, change is discontinuous, abrupt, seditious. In a single generation, the cost of decoding a human gene has dropped from millions of dollars to around a hundred bucks. The cost of storing a megabyte of data has dropped from hundreds of dollars to essentially nothing. Global capital flows have become a raging torrent, eroding national economic sovereignty. The ubiquity of the Internet has rendered geography meaningless. Bare-knuckled capitalism has vanquished all competing ideologies and a tsunami of deregulation and privatization has swept the globe."With these words Gary Hamel opens Leading the Revolution, generally regarded as one of the most insightful leadership and change management texts available. There is no question. We live in tumultuous times. Entire corporate and financial sectors, and the companies within them, continue to converge, restructure, merge and morph at an almost unbelievable speed and scale. Yet, it is not change in and of itself that is important. We all know we live in a time of massive change. The expression "paradigm shift" has rapidly attained the status of a cliché. What is important is how we respond to change.This article looks at an evolving and accelerating adaptation to change that is taking place within the legal profession: lawyers as corporate executives. Lawyers have historically been trained to protect clients from risk. Accomplished corporate executives, on the other hand, shrewdly assess risk, take measured risks, and even take significant risks where circumstances warrant. But boundaries are blurring. More lawyers are crossing over from law to the corporate world of their clients. Not as in-house counsel, but as senior executives. In a related development, more young women and men are enrolling in joint LLB/MBA programs. Whether you are a law student pondering how best to prepare for your future career, or a successful practitioner seriously considering "crossing over," we believe you will derive considerable benefit from the experiences of the remarkable group of lawyers interviewed for this article.Perhaps no one appreciates change more than Calin Rovinescu. After 22 years of corporate practice with Stikeman Elliott in Montreal, a professed "deal junkie," head of the firm's corporate and commercial practice, managing partner of the firm's London, England office, and a career as one of Canada's top M&A counsel, addicted (in his own words) to "MDS" (multi-dimensional stimulation), Rovinescu has, since April 2000, held the number-two slot at Air Canada as the Executive Vice-President, Corporate Development and Strategy. "At a time of tremendous turmoil and change," says Rovinescu, "we are re-engineering the culture of Air Canada. Just one of our challenges, for example, is figuring out how to get management to re-shape what was once a crown corporation, which then acquired a bitter competitor, and turn it into a more entrepreneurial entity that is better and stronger. This business is about so much more than bums in seats. Technology and the Internet have had a massive impact on things like the whole reservation system, the frequent flyer program, etc. Add to that such issues as changing labour relations, divestitures, regulation, cross-border competition, and a host of other things, and we're talking major transformation." Rovinescu has "crossed over," from the role of an accomplished lawyer to that of a senior corporate executive. And he relishes the opportunity.Rovinescu is part of a trend: the blurring of the boundary between law and business. The number of lawyers crossing over is increasing. Names that immediately come to mind are John Tory, Q.C., President and Chief Executive Officer of Rogers Cable Inc. (formerly practising with Torys), David Drinkwater, Executive Vice-President, Law and Corporate Development, Ontario Power Generation (OPG) (formerly Osler, Hoskin & Harcourt LLP), and Geoffrey Belsher, Executive Managing Director, Co-Head Mergers & Acquisitions, BMO Nesbitt Burns (formerly Blake, Cassels & Graydon LLP). There are many others such as Henry Sykes (formerly Bennett Jones LLP), President and CEO, Conoco Canada Limited, and Messrs. Beattie and Binet (both formerly Torys) who are the President and Vice-President, respectively, of The Woodbridge Company Limited. More recently, some lawyers who left practice to become executives have returned to the profession, i.e. "switchbacks." Names that again immediately come to mind are Purdy Crawford, Q.C., (formerly Chairman of Canada Trust Financial Services and non-executive Chairman of Imasco Limited), Peter Dey (formerly Chairman of Morgan Stanley Canada Ltd.), and Brian Levitt (formerly President and Chief Executive Officer of Imasco Limited), all of whom returned to Oslers, and Garfield Emerson, Q.C. (formerly President and Chief Executive Officer of NM Rothschild & Sons Canada Limited), who recently joined Fasken Martineau DuMoulin LLP.The trend is not huge, but it appears to be accelerating. It has happened before, but it seems more so now. In order to find out why, we interviewed 14 lawyers who are either now in senior executive positions in major Canadian corporations or have recently returned to practice from such corporations. We asked them if there were macroeconomic forces at work creating the conditions for people like them to cross over. We asked, who was being recruited to cross over, and why were they interested? How did the law, and their particular practices, prepare them to take on senior executive roles in business? And what were they not prepared for? What did they see as the big cultural differences in the roles? Finally, what advice would they offer to young lawyers who might want to follow them 15 years hence?Crossing over in Canada is not new. There have been a few notable examples of successful crossovers to business-for example, John A. Tory, Q.C., from Torys, now President of Thomson Investments Limited, and Fraser Fell, Q.C., from Fasken & Calvin (now Fasken Martineau DuMoulin) who became Chairman of Placer Dome Inc. But it is unusual. "The number of business lawyers who actually cross over to business are still but a small fraction of the legal profession," says Brian Levitt, who, along with Norman Loveland, now heads up Oslers' new Montreal office. And Levitt is right. Historically, such career transitions have been seen as interesting exceptions to the rule of a life-long career in law. When Purdy Crawford made the successful transition from Oslers to Imasco in 1984, he was, and is still regarded by many today, as the prototype for the successful lawyer turned corporate executive. But why is there a clear sense that this trend is accelerating?Why Now? ConvergenceThe corporate landscape is changing rapidly. Gary Hamel's glimpse into the 21st century is unnerving. How it is actually played out in Canada and the impact it is now having on the legal and business landscape provides useful insight as to how this new lawyer turned corporate executive career model may take shape.The convergence of industries is occurring globally and continues to be a primary driver of M&A activity. Prime examples in Canada are the media, cable, and telecommunications sectors. Convergence requires a sophisticated understanding of not just content, technology, transmission, marketing, etc., but an equally firm grip on such areas of law as securities, competition, regulatory structures, and others. Corporations that are active players in convergence need highly skilled professionals who can understand and navigate the business, legal, financing, regulatory, political, policy, etc. issues all at once. In short, perfect territory for a lawyer who knows the business of his client."In 1995, Ted Rogers called me," recalls John H. Tory, CEO of Rogers Cable (formerly of Torys). "He had just finished acquiring Maclean Hunter and was going to create a new media company which was a combination of Rogers broadcasting assets, the Maclean Hunter broadcasting assets, the Maclean Hunter publishing assets and The Shopping Channel on TV. Rogers also owned a controlling interest in the Toronto Sun. Ted Rogers asked me to become the President and CEO of this new Rogers Media company. If you had all of the jobs that might get me interested in leaving a law firm, this would be the one." Why him? Because Tory had an intimate knowledge of his client's business, the legal management skills, the connections, and the trust of his clients.John Tory had only been a lawyer for two years when he became the Principal Secretary to then Ontario Premier William Davis. Four years in that job opened up the whole world of public policy, regulation and how government works. It also gave him a great teacher on how to lead people. "My key mentor was Davis. I watched him forge a consensus among 30 people around the cabinet table on difficult issues every week."Returning to practise at Torys in 1986, Tory specialized in government affairs, legislation, regulatory and administrative law. This deepened his knowledge of how to get things done in regulated environments. At the same time, he began building his ties with Rogers. His father was an advisor to Ted Rogers and Tory was asked to be on the board, to advise the family companies, trusts, etc. Over time, he became a "trusted advisor" to the Rogers companies."Torys was great that way," he says. "They encouraged their lawyers to become valued business advisors and cross over. Essentially the firm said, 'If you are thinking about this kind of move at any stage in your career, we want you to know we think it's great.' When you think about it, how better can you forge a relationship with a client than by having one of your former partners sitting in a senior role in their executive offices? At Torys, those who ended up with the most fulfilling careers, and who produced the best economics for the firm, were those lawyers who became valued business advisors, relationship managers and assemblers of talent within the firm."In 1990, John Tory was elected one of two managing partners of Torys, with a focus on the financial and business aspects of the firm. As he recalls: "Leadership roles in law firms are invaluable in helping you to cross over. The managing partner role is a position of responsibility but not authority. You learn how to persuade and gain consensus, and when to use authority in a limited way when you have to. You learn to invest in leadership, giving good direction, treating people well, developing them, and how to structure and resource work to get the right results. You learn the p&l and the big picture. And you learn how to administer, how to bill and collect. Even in big companies, success is in the basics." Why was he asked to cross over? "I was a long-standing trusted business advisor. Ted had seen me in action. I knew many of the issues they were facing. And I had managerial experience."DeregulationAs Hamel observed, a tsunami of deregulation and privatization is sweeping the globe, producing a host of new challenges. There is no better example in Canada than the utilities sector. The monolithic Ontario Hydro Energy Inc. has been broken up and the various successor entities are preparing themselves for competition. In this mix of chaos and opportunity we find two lawyers turned senior executives, David Drinkwater and Eleanor Clitheroe.Drinkwater is Executive Vice-President, Law and Corporate Development for Ontario Power Generation (OPG). One of six EVPs, he oversees all non-nuclear regulatory affairs (i.e., relationships with the Ontario Energy Board, the National Energy Board, US energy boards, etc.), manages corporate development and strategic planning (including all mergers and acquisitions), supervises the general counsel, and sits on various committees (executive, risk oversight, etc.). How did he get here?Drinkwater started by getting an MBA at the Richard Ivey School of Business at the University of Western Ontario. He then went to law school. "Ivey taught you to prioritize issues, which made law school easy," he says. Early in his legal career at Oslers, Drinkwater went on secondment as the executive assistant to James C. Baillie, Q.C., then chair at the Ontario Securities Commission (OSC) when the Securities Act was undergoing a massive revision. Returning to Oslers, he built on this specialization, working in and then managing the firm's securities group, and then heading up the firm's corporate department. Subsequently, he became the managing partner of Osler Renault, a London, England joint venture between Toronto-based Oslers and Montreal-based Ogilvy Renault.In 1996, after over twenty years at Oslers, Drinkwater became general counsel at Bell Canada, working directly with Ron Osborne, Bell's President and CEO. In 1998, he followed Osborne to OPG "to get in on the ground floor of deregulation." "I was lucky in three ways," Drinkwater notes. "One, Oslers has the most lawyers who have crossed over successfully into executive management. It is part of the culture, taught by Purdy Crawford. Two, I specialized early. The experience at the OSC had me making public presentations and developing a profile long before I became a partner. Three, being a managing partner taught me good interpersonal skills, good persuasion skills, and good organizing and delegating skills. All three things have helped me in my business roles."Eleanor Clitheroe is the President and Chief Executive Officer of Hydro One Inc. She is responsible for the high and low voltage transmission lines, the retail side of the business, and the forthcoming entry into telecom. Clitheroe crossed over early in her career. After studying law at McGill and Western, she completed an MBA, then articled at Torys in capital markets and securities law. Soon after she moved to CIBC as Assistant Manager Capital Funding, helping the bank respond to the new rules on capital adequacy. From there she moved to Treasury, on the money market side, to stints in retail in product development and marketing, and then back as VP, Global Treasury. From 1989-1993, she went into government, ending up as Deputy Minister of Finance for the Province of Ontario. In 1993, her finance background took her to Ontario Hydro as CFO, where she became accountable for getting the restructuring underway. In 1997, she became responsible for transmission, distribution and retail, which formally became Hydro One in 1999."Law really permeates everything we do here," she says. "Law gives you a good understanding of how regulatory structures operate, how contracts function, how negotiations work, etc." According to Clitheroe, it also teaches you how to think. "Law teaches you the Socratic method. You are presented with a set of facts and some problems. You have to follow a set of principles. You have to search for evidence. You have to present your thoughts, see alternate viewpoints, anticipate and counter objections, argue and make recommendations. You have to use abstract and lateral thinking to reason out what is the next step in the evolution of this body of common law. I found the MBA to be less rigorous, more functionally-based than problem-based." For Clitheroe, the law was and is a supremely important skill set enabling her to function as CEO.David Feldberg makes the same point. Feldberg, President and CEO of Teknion Corporation, crossed over early, from law at Minden Gross Grafstein & Greenstein LLP into the family business. "Did I want to be a partner or a principal?" he says. "When I was exposed to the corporate commercial deals at the law firm, I realized I would rather be the one doing the deals." Feldberg thinks there is no substitute for how the law teaches you to think. Law teaches you how to analyze situations, how to get to the heart of the matter quickly, frame alternatives, think on your feet and act confidently (even when you are not), and present your case in a cogent manner. There is no better training."Consolidating Markets, New Competitive ModelsOn an increasingly continental and global scale, corporations are consolidating, technology is changing how organizations compete, alliances are being formed and reformed at an ever faster rate, and businesses are developing "clusters" of related ventures in order to increase their "share of wallet" and capture the higher multiples the stock market attributes to some business models versus others. Air Canada provides a valuable illustration.Privatized in 1986, Air Canada went through an aborted merger with Canadian in 1992, fought off the threatened Onex takeover in 1999, and merged with Canadian Airlines in 2000. Meanwhile, new low-cost competitors like WestJet have emerged, the airline alliances have become increasingly important, government and regulatory issues have moved centre-stage, and Aeroplan is regarded by some analysts as more valuable than the airline itself. In all, it is a perfect place for a self-professed MDS addict like Calin Rovinescu.Not only is Rovinescu in charge of strategy and corporate development, mergers and acquisitions, alliances and international affairs, and "structural solutions to shareholder value," he also oversees the Chief Information Officer, the Vice-President of People, the Senior Vice-President and General Counsel, the Vice-President of Aeroplan, and the Senior Vice-President of Government and Public Affairs.Rovinescu started out working with entrepreneurs doing financings in the film industry, moved into securities law, and by the early 1990s was specializing in M&A work. He honed his skills in deals such as CN's first cross-border financing in the early 1980s and acted as lead counsel (when he was 29) for Mercantile Bank when it was acquired by National Bank of Canada in 1989. "I participated heavily in the strategies of these businesses, not just providing legal advice."Rovinescu was lead counsel to Air Canada in its 1986 privatization. At that time he deepened his relationships with the top 10 to 15 officers and came to know much about the company: the regulatory context, the marketing of the IPO, the terms of the employee share purchase plan, how the frequent flyer program worked, etc. Along the way, he entered management roles within Stikeman Elliott. He ran recruiting. He became the head of the firm's corporate commercial practice. In 1993, he moved to London to head Stikemans' European practice, focusing on Eastern Europe and the flood of privatizations following the end of the Cold War.Subsequent to his return to Canada, Onex's threatened takeover of Air Canada brought him and Air Canada CEO Robert Milton in close contact. By April 2000, when he crossed over to Air Canada, Rovinescu already had a unique blend of legal acumen, business skills and relationships combined with an in-depth understanding of Air Canada's strategic opportunities and threats. "That was when I could start using real bullets," he says. "But first I had to really think about the value I could bring in changing Air Canada."Talent Is Increasingly ScarceBy now, anyone who can breathe, read the financial press or listen to the TV or radio knows that attracting and retaining top talent is still the number-one issue that keeps CEOs awake at night. The recent economic downturn provides, at best, a respite. Demographic realities are such that we will soon be facing an unrelenting shortage of talent, particularly top leadership and management talent. Corporations are looking outside their normal talent pools, and law firms are one unconventional arena in which top performers are now seen by some executives as essentially low-hanging fruit.At the senior level, talent is in high demand and knowledge-reliant firms are searching for the people who can do the job. That is how Lawrence Haber came to National Bank Financial from Toronto-based Fogler, Rubinoff LLP. Haber is an Executive Vice-President, responsible for corporate development (strategic planning, acquisitions and new ventures) and supervising non-financial risk management, legal, compliance and the corporate secretary. "I started as a securities and corporate lawyer and was lucky enough to be mentored by Lloyd Fogler, who drummed into me that you first had to know the client's business, then the law. I specialized early in the financial services business, structuring business transactions and dealing with regulatory and compliance issues. When First Marathon Inc. merged with Levesque Beaubien Geoffrion Inc. under the National Bank of Canada umbrella, it created a larger, more complex operation. The CEO, Kym Anthony, saw a need for a role that didn't exist before, someone who could provide oversight, checks and balances but who didn't have an operations role. I think they valued my judgment, my knowledge of the industry, and my ability to deal with all manners of stakeholders."To attract the talent, business can frequently offer better compensation and more challenging work. Law firm compensation is still largely driven by the billable hour which, with lockstep remuneration structures, is a disincentive to many ambitious people. "There can be a huge compensation upside attached to business," says David Allan (formerly at Blakes), Managing Director and Head of Securitization at CIBC World Markets. "Wall Street has strong allure," says Geoffrey Belsher (formerly at Blakes), Executive Managing Director, Co-Head of Mergers and Acquisitions, BMO Nesbitt Burns, "and we are still losing valuable human capital to New York."Business can also offer more challenge. "Lawyers find it attractive to go into a company, work in the legal department, and then have the opportunity to transition into a business unit job," says David Drinkwater. "I believe there will be lots of movement from Ontario Power's law group to the business units."At the other end of the demographics, Canada's future talent pool will be comprised of a new generation, coined the Nexus Generation, who already clearly march to the beat of a different drummer. More independent, self-confident and educated than any of the previous generations, they are more likely to have three to five distinct careers during their professional lives and are much less likely to pledge a lifelong allegiance to any one firm. Their values too are different: they want challenging, new and different learning/career experiences and life-work balance among other things.While these emerging professionals will have more choice and are likely to be in higher demand, they will also face more pressure and stress. In short, they are likely to redefine the model for whatever careers they pursue. "This trend is going to continue to grow," says John Tory. "Young people today will have blocks of four to five years in different roles. They simply plan to have more than one career." And this is where the other shoe drops for practically every major business law firm across Canada. As David Drinkwater observes, presciently in our view: "Law firms should market themselves as places to learn and stay for a while."Changing Law Firm CulturesChanges occurring within the legal profession itself, including the organizational structure of firms, provide yet further explanation as to why lawyers are crossing over. At the top end of the market, law firms across Canada have embarked on a massive consolidation. Firms aggressively seek to expand their client reach both within and outside Canada. As we found in last year's article ("Lawyers and Leadership," Lexpert, July/August 2000), as their size grows, top-end law firms are beginning to resemble their corporate clients more closely. As such, they are faced with similar business issues including strategic planning, financial management, marketing, human resources and leadership.Business acumen is increasingly a competency of value not only to one's clients, but to the firm itself. "Law firms have traditionally been partnership-driven," says Geoffrey Belsher, "but increasingly the cultures of firms and business are merging. For example, law firms are becoming more focused on value and the bottom line. Increasingly, there are more similarities than differences." One significant implication of this trend is the potential that can be realized by firms that are able to attract legal business leaders back into their fold. Examples include Purdy Crawford, Peter Dey and Brian Levitt, who have returned to Oslers. While the value that these "switchbacks" can provide law firms in terms of competitive advantage is significant, Belsher and others are quick to point out that issues of compensation and reward will have to be addressed. "However, to go back would be hugely additive," Belsher observes.Who Is Asked?Over and over again, we heard that the lawyers who were asked to cross over were those who had become "trusted business advisors." "When you have graduated to the ultimate role of the highest value with the most and deepest relationship with a client where they will not abandon you," says John Tory, "it is to the role of the trusted advisor. They no longer think of you simply as a lawyer. They are calling on you as a trusted advisor and you have bonded that relationship to the point where almost nothing will tear it apart. You are crazy not to do that whether or not you cross over." (Editor's Note: The expression 'The Trusted Advisor' is the title of David H. Master's new book on professional service firms, co-authored with Charles H. Green and Robert M. Galford.)Jeffrey Blidner is a case in point. Blidner is Vice-Chairman of Trilon Financial Corporation, responsible for expanding Trilon's asset management activities (bridge financings, restructurings, and third-party capital). He also remains a part-time partner with Toronto-based Goodman and Carr, and spends one day a week as an advisor to the Global Group of Companies. Blidner and Trilon originally came together through a mutual client. He was outside counsel to Trilon for three years before they began discussing his crossing over. Blidner brought huge depth in financial structuring. "I have seen hundreds of term sheets," he says. "I can look at the workability of all kinds of structures and avoid false starts." According to Blidner, "lawyers bring a different perspective and discipline that organizations value. They are trained to go from concept to detail very quickly."Trilon represented a broad cross-section of the economy and lots of opportunity. Still, Blidner and Trilon spent more than a year talking. "Trilon tells me ours were the longest negotiations they ever had with anybody." Both sides knew the skill fit was there. They wanted to be sure that the advisor role that worked so well "on the outside" would in fact "work on the inside."Trusted business advisor is a multi-faceted term. It implies relevant, focused legal skills. The number of lawyers we interviewed who specialized in either securities and/or regulatory law is noteworthy. "Generally," says Eleanor Clitheroe, "the expectation in the mindset of an organization, if it is bringing a lawyer in, is often for legal advice. They just don't naturally think of recruiting executive positions from the law firms. With securities deals, the similarities become apparent early to both sides."It requires an interest in and aptitude for business. "I was very business-oriented," says Purdy Crawford. "I was already preferring the Harvard Business Review to legal publications. As I became involved with M&As, they of course involved strategic and tactical advice. I started to bring a bright young lawyer along to give the legal advice and I would be thinking, 'Boy, wouldn't it be tempting to be a CEO?' I was already starting to cross over."It assumes knowing the industry and the company exceptionally well. All would agree with Lawrence Haber, who says "Get as much exposure to the business world as possible. Always be focused on your client, their objectives, how they make money, how they are performing, what their strategic issues are." It requires that you become a close member of the management team. "Go to their industry conferences and ask to attend their management meetings. Let them know you aren't charging for this, that it's part of your education, development, whatever. It's the best investment of time you will make and it will come back to you ten times over," says John Tory. It also entails working with and coming to know the senior management very well. "Lawyers get more face time with senior management on critical issues," says Jeffrey Blidner. "It makes them a natural to become a trusted advisor and then to cross over."The Role of MentorsThe importance of mentors in the early training of almost all of our lawyers-turned-executives is quite striking. It is so important that we are tempted to call the presence of a strong business-oriented mentor a critical success factor. "Stanley Hartt [then a senior partner at Stikeman Elliott in Montreal] threw me in the deep end early," says Calin Rovinescu. "He taught me to think quickly on my feet. 'You know that client I told you about,' he would say. 'They are expecting an answer from you next week. I can't be there.' He taught me how to have confidence and shoot from the hip. He mentored me about the big picture. No matter what the transaction was, he would look at things from the standpoint of numerous stakeholders: securities regulators, the Ministry of Finance, etc." Later, David Angus, Q.C., also a senior partner at Stikemans in Montreal, would take him to dinner and explain everything that was happening in the firm. Harold (Sunny) Gordon, Q.C., a former major rainmaker at Stikemans (now Vice-Chairman of Hasbro Cor

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  • Tax and Estate Planning for the Nouveaux Riches
    Provided by Lucy MacMillan 0 of Lexpert
    One of the most enduring stereotypes in the legal profession, as well as in the public mind, is that of the private client solicitor.

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  • Offshore Jurisdictions: Part One Trouble in Paradise
    Provided by Alasdair McLean 0 of Lexpert
    The most recent estimates from the United States Treasury Department calculate that approximately US$8 trillion resides in the 45-plus recognized "offshore" jurisdictions that circle the globe.

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  • Co-Benefiting from Technology
    Provided by Dan C. Felean 0 and Mario D'Amico of Lexpert
    The sustained force of the New Economy is bringing about tremendous changes in the way business is conducted, and those changes are rippling across the legal profession. On the positive side, major Canadian law firms, like their counterparts in the US, are busier than ever. North American lawyers are commanding some of the highest billings and profits-per-partner known in the history of the profession.

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