The author reflects on the importance of hope in setting personal goals and inspiring others.
A company negotiating an agreement to sell products to the government of a foreign country should consider a few steps for mitigating risk. Implementing these steps will be particularly important if the foreign country has had some prior political unrest and has insisted that any transaction must be handled in their judicial system.
The author reflects on the reasons in-house counsel have to be thankful.
The author considers her dilemma of deciding whether or not step in and help another person with professional and/or personal struggles, and how that decision has shaped her growth as a leader.
The author considers Keith Chen’s proposal: The language you speak affects how much you save.
This program will consist of a live, interactive mock negotiation of a sports sponsorship deal. The panel will provide the audience with a term sheet and will facilitate a mock negotiation over key deal points. The audience will be invited to identify key issues, offer their solutions on how best to address those issues, and debate the merits of various approaches and solutions. The panelists will guide the audience through the "negotiation," offer their recommendations and insights based on their experience in negotiating these types of deals, and address the issues that arise post signing.
We’ve all been there — swamped, in a new job and not knowing where to start. Hear veterans tell their war stories and the top five things they did (or wish they did) in their first year in-house.
Each of the respective industries in healthcare face different issues when negotiating contracts. This program will highlight what are essential provisions to be included in health care agreements from the perspective of hospitals, providers, medical device companies, pharmaceutical companies and health plans. Concepts to be discussed include the requirements of the variety of U.S. and international laws impacting the healthcare industry, the different needs of for-profits and non-profits, and the changes imposed by healthcare reform.
This session will focus on the creation of a strategic plan that establishes the law department as a creator of value in addition to delivering superior service of core legal functions. Starting with how a legal department can create strategy that delivers a financial benefit to the company, as well as moving the function to becoming a cost-neutral function, and in some circumstances, a positive financial contributor to the company. The program will review different law department structures and current trends in how to optimize your structure, align with your business, build an inclusive law department, and assess how to optimally source and staff work internally for different tasks to achieve your strategic goals. This program is designed to benefit every corporate attorney, from the entry-level associate to the experienced general counsel, as it argues for a less traditional perspective of the legal department within the modern corporate structure.
Parties often use letters of intent at the start of a merger and acquisition (M&A) deal to outline material terms and establish negotiation parameters. Letters of intent can reduce the time and expense of finalizing a transaction but often have unintended consequences. A major risk of entering a letter of intent is that the document will later be declared binding, even though the parties intended it to be preliminary and non-binding, thus resulting in unsatisfactory or incomplete deal terms. Letters of intent need to be carefully crafted to ensure that the parties’ intent is truly documented and a map to the final deal is determined. The panel of internal and outside M&A attorneys will (1) review the latest legal developments regarding letters of intent, (2) provide best practices for parties negotiating preliminary terms, and (3) discuss proven ways to engage management and internal development teams to maximize the benefit of such letters.