- What drew you to business law?
Litigation and government service were tempting, but business law appealed to me the most because I love win-win situations that result in good deals all around, such as a successful merger or an IPO that funds the creation of tens of thousands of jobs.
Of course, business lawyers can be even more helpful in bad times. For example, one of my favorite deals raised billions of dollars for a Euro 100 industrial company that faced a sudden cash-flow crisis. To get that done, we and the counterparties’ counsels and auditors had to provide legal expertise, speed and discretion while maintaining great communications with regulators in multiple countries. After we successfully strengthened its balance sheet, the company saved 35,000 jobs in the first year alone. It is also appealing that general counsels and deal lawyers encounter so many interesting people and cultural practices around the world while working together (mostly) toward a common goal.
- Why did you decide to join Grable Martin Fulton PLLC?
I’ve always been excited to help companies grow and establish long-term efficiency that powers more growth, whether my client was a private or public company, or moving from one stage of business to another. That’s the same thing I saw in Grable Martin Fulton PLLC, where our exceptional growth and low-cost virtual business model are a perfect fit for clients that are growing at the same time. Our model also helps me meet clients’ legal goals on time and within or below their budgets.
- What is one unique quality you bring to your work?
Whether practicing in New York, London, Virginia, Texas or elsewhere, the biggest key for me is to learn each client’s business goals, how my client makes their money, and what they want (or are willing to give up) to achieve the current deal.
But it’s not all about numbers; people are a huge factor, too. Being an extrovert, I’m energized by meeting and understanding new people, which happens all the time in business law and legal counseling. And when people look over my credentials, they often note my broad experience, which makes me useful to a much wider range of clients when advising on strategic decisions. For example, consider a growing business that’s trying to choose between selling out to a strategic or financial buyer versus going public. It’s a positive help to my clients that I’ve done 53 IPOs and worked more than 100 different M&A transactions. Chances are that I’ve seen the same position that company is facing from all angles.