In-house: Life after GC

Tell us about your career path to date. What prompted you to work in-house and in the renewables sector?

I didn’t know whether I wanted to be a lawyer or to work in industry, and was attracted to a traineeship at what is now SSE. I stayed for two years post-qualification, had fantastic exposure early on to a range of projects and saw first-hand the positive benefits renewable energy projects could have in terms of energy security and avoiding fuel price volatility.

Next, I moved into private practice with McGrigors to gain experience on a wider range of infrastructure projects, but energy kept pulling me back. I was a founding member of the firm’s renewable energy projects practice and went on to run the Energy Transactions team.

When Green Investment Bank (“GIB”) was set up in 2013 to deal with a lack of funding for green infrastructure projects, it was a compelling opportunity for me to join the organisation as GC and I felt I had the right skills and experience to help with a mission I believed to be important. I also chaired the investment committee.

When GIB was privatised, I moved to Macquarie, which had acquired GIB, to become head of Transaction Structuring (EMEA) for green infrastructure projects.

Next, I moved to Ofgem to be its first GC. The role appealed to me as I believe that the energy regulator has an important role to play in the energy transition and it was an interesting opportunity for me to bring 80 lawyers together in a unified legal structure.

Post-pandemic, I stepped down from Ofgem to build a portfolio career concentrating on how I can add strategic value to businesses. I’m currently a senior consultant on climate and sustainability at Pinsent Masons, chair of Crown Estate Scotland and own a craft distillery with my brother.

Would you encourage young lawyers to consider a career in-house?

Absolutely. I’ve really benefited from spending time in-house at different stages. When I started my career, it was uncommon to switch from in-house to private practice and vice versa, but there is much more fluidity now so young lawyers shouldn’t feel that a move either way has to be permanent.

Working in-house lets you understand how a business works in a way you can’t experience in a purely advisory capacity. I’ve also found that the sense of team and purpose was very strong in the in-house teams in which I have worked.

It has also been very intellectually stimulating for me to work so closely with people (CFOs, technical directors, compliance teams) who think so differently to lawyers. Plus, working on a variety of matters outside of your comfort zone builds resilience, which is an excellent skill. And finally, it’s a lot of fun!

What advice would you give lawyers who want to start a career in-house? What makes a good in-house lawyer?

Consider the culture of the organisation and the nature of the role. Get an understanding of the interaction between the legal team and the internal clients: if there is trust between the two, it’s a sign of a good culture.

One, be proactive – engage with your internal clients and establish trust. It’s important to earn trust within your business because when the business team trusts you, they listen to you and trust that you are there to help them get things done. In-house lawyers are part facilitators, part policemen and it’s easier to do your job if everyone trusts that you have a common agenda. Two, be someone who takes new things on. Three, if you’re managing external legal relationships, be a good client and make the relationship productive.

Are there any pieces of legal work over your career that you are particularly proud of?

A few things stand out in my mind. First, at SSE, I was given huge responsibility early in my career working on the repowering of a power station in north-east England, which taught me a lot about negotiations.

Then, helping to forge the renewable energy practice at McGrigors/Pinsent Masons, when we recognised early that the Renewables Obligation Green Paper in 2000 would eventually lead to a market in project financed renewable energy projects. 

Next, at GIB we raised the world’s first £1.2 billion fund for offshore wind investment, which enabled institutional capital to get comfortable with offshore wind and which was hugely impactful.

Finally, advising on the privatisation of GIB sticks out as it was extremely complex and very involved.

How have attitudes and working practices in the legal profession changed since you started out?

There is much more mutual respect. First, there is much more respect between private practice and in-house lawyers now. The unhealthy attitude of seeing a move in-house as wanting an “easy life” is thankfully disappearing. Secondly, more generally in the business world, I believe there is more respect for work-life balance and recognition of the impact of our behaviours on others.

As a climate enthusiast, you must be looking forward to COP28?

Although concerns have been expressed about the UAE’s presidency of COP, I believe that we need to go into COP with optimism and a belief that progress can be made. We can make good progress on the energy transition, renewable energy targets and optimising the loss and damage fund. I’d also like to see more progress on upping national climate ambitions and a global stocktake on climate action. Ultimately, we need to keep the pressure on and if COP28 doesn’t deliver, we need to ramp up the urgency for the next COP.

Do you think it is important for each of us to keep environmental factors in mind when doing our legal jobs?

It’s relevant and important for all lawyers to consider climate and sustainability issues. One of the things that attracted me to rejoining Pinsent Masons was the recognition that the climate emergency is an inflexion point which changes everything. It impacts on the risk environment in which all legal advice is given and all business operates. That ethos makes sense for both lawyers in private practice and those in-house.

How can we all get involved in ESG (environmental, social and governance) or sustainability measures in our legal jobs or outside of work?

If lawyers have an interest in climate change, there are lots of organisations that channel ESG legal interest and do pro bono work, such as the Chancery Lane project. Additionally, the Law Society of England & Wales has good climate change guidelines for solicitors and is also a good resource for Scottish solicitors. Or alternatively, solicitors could consider joining ESG charities as board members or trustees. Above all we should be informed and active citizens on these issues.

Do you think there is scope for in-house lawyers to make a sideways move, away from a purely legal role, and what skills do you think lawyers can bring to roles that are not purely legal?

Absolutely. Lawyers have excellent negotiation, project management, people and decision-making skills which are all very transferable. In particular, lawyers are also able to take into account a variety of different factors and if they can master the skill of not only advising on different options, but of making (and being accountable for) decisions, they can add a huge amount of value
to non-legal roles.

You are also the chairperson of Crown Estate Scotland. What do you value most about this additional position, and what skills or experience does it bring to your “day job”?

CES has a clear mission and purpose which really resonates with me. On one hand, its mission is to generate revenue for the Crown and act as a long-term steward of its assets, but in doing so it must promote sustainable development.

Being a non-executive director gives you a different perspective: you must understand the challenges of the organisation, taking a strategic and long-term view; establish the right framework for decision making; and apply what works
best in practice while keeping on top of changing external and internal environments. Honing those skills in turn helps with your day job. For me, understanding how good governance works in practice certainly informs how I give advice on climate and sustainability matters.

And finally:

Best advice you’ve ever been given? – Don’t hang around on the sidelines: get stuck in!

Top three dinner party guests? – Harriet Tubman, who rescued slaves in the US on the Underground Railroad. Marcus Aurelius, who was the last “good” Roman emperor: his Meditations provided me with comfort and wisdom during a period of illness. Tessa Tennant, who was a non-executive director at GIB and a passionate pioneer of green investment. Sadly no longer with us, she was so purposeful in her belief in the role that the finance industry can play in green energy investments.

If you had a superpower, what would it be? – I’d channel Dr Doolittle so I can talk to my labrador.