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“It’s hard to hire people who think differently than you,” she says. “But having different perspectives is really helpful — it challenges you.”

Kelli Cubeta joined Billing Services Group straight from law school as associate general counsel in 2003. Within two years, she reduced outside legal spend by 45 percent. When asked how she did it, Cubeta answers with one word: involvement.

“I discovered a completely new way of thinking — it was very interesting.” Derry says being introduced to the legal world with no biases or expectations helped him keep an open mind, both in law school and his following career.

Elganzouri says his business background has helped him better serve his clients: “I can speak their language; I think like them in many ways,” he says. “Having that business perspective has helped me establish strong relationships, and so much of what we do in-house is based on relationships. It’s made me a better lawyer.”

Gaunce is not your average in-house counsel, and his wide-range of experiences have inspired and polished his in-house practice.

In August 2006, Angela Hughes started Franklin Electric’s legal department as the company’s first and only in-house attorney. “When I first came on, my instinct was that we needed five lawyers and five support staff members,” she says. “But I learned that it’s important to take it slow — learn the company’s needs and the client’s expectations for the department.”

As senior counsel, Malik does transactional work in support of trading, and negotiates long-term structured transactions associated with Calpine’s assets throughout the country. He also serves as Calpine’s compliance attorney, advising in real time as compliance issues arise. To manage his many competing tasks, Malik prioritizes and plans. Giving each job and issue the time and attention it deserves has driven his achievements.

In her role, Pradel has assisted in several multimillion-dollar pipeline expansion projects and the transfer and sale of onshore transportation and gathering assets. She is heavily involved in advising Williams on commercial, contract, and regulatory and compliance issues. To be successful, Pradel says first and foremost, she has to be approachable and have integrity.

From implementing new projects to forming relationships across cultures, Smith’s mantra is patience and persistence.

Because in-house counsel are trusted advisors, key decision-makers, and know their CEOs and chairpersons best, they are particularly positioned to advocate for board diversity in their companies. But once you have a seat at the table, what do you say? These 14 compelling arguments can be used to convince your company to pursue board diversity.