1. Q&A
October 2015 | Practical Law80
Q&A
Education: 1990: J.D., The George
Washington University Law School; 1987:
B.A. (Political Science), Rutgers University.
Career in Brief: 2012–present: Pernod
Ricard USA, Inc. (2013–present: Senior Vice
President & General Counsel; 2012–2013:
Deputy General Counsel); 1998–2012:
Unilever United States, Inc. (2000–2012:
Deputy General Counsel - Ice Cream/
Litigation; 1998–2000: Assistant General
Counsel - Litigation); 1996–1998: Herrick,
Feinstein LLP, Litigation Associate;
1990–1996: Shearman & Sterling LLP,
Litigation Associate.
Location of Company HQ: New York, NY.
Primary Industry Sector: Beverage Alcohol.
Revenues in the Last Financial Year:
$10 billion global revenue.
Number of Employees Worldwide: 18,000.
Number of Attorneys Worldwide:
Approximately 80.
Law Department Locations: US, France,
Australia, Brazil, Colombia, India, Ireland,
Russia, Spain, UK and a number of other
countries.
How is the legal function structured?
There is a group of attorneys in the global
HQ in Paris, France, where the global GC is
based. There are three regional attorneys
located in Asia, Europe and the US.
Attorneys are also located in key market
countries around the world, including New
York as the HQ for the US business.
Are there any innovative ideas your law
department has adopted to further its
goals? Innovation for our law department
is being up to speed on all the new digital
and other emerging technology that
our business is participating in, so the
business can win in the marketplace. By
understanding what is happening in the
digital world, we can help the business
effectively navigate the highly complex
regulatory framework for beverage alcohol.
Embracing technology allows us to be
more efficient as a legal team so we are
able to spend more time on strategic,
game-changing legal work.
In addition, we are using proven legal
technologies like Serengeti e-billing/
matter management software. We are
also beginning to look at contract software
and apps to improve workflow and timely
advice to the business. We are excited
about a new five-year strategic plan called
Legal 2020 that will employ the most
cutting-edge ways of delivering legal
services for a fast-moving, innovative
company like Pernod.
We are significant players in the Advance
Law legal initiative, which gives GCs access
to a highly select group of law firms in the
US and around the world that offer very
competitive rates and extremely high-
level legal services. This unique initiative
represents the future of outside legal
services and allows companies to manage
their legal costs and obtain the best value
for their money.
How does the law department avoid
being perceived as the “office of no”
while still ensuring it helps the client
avoid liability? It is in our DNA as a law
department to find solutions to business
problems. Our first response to a difficult
problem is to put our heads together with
the business to find a creative solution. The
business appreciates this solution-oriented
mindset and our willingness to, as we say
at Pernod, “get our hands dirty” to solve
problems.
At the same time, we train internally on how
to have productive conversations with our
clients so they understand the risks they
are taking. If the risk-reward balance for a
proposed transaction is not acceptable, we
work together to find alternatives that still
achieve the business purposes.
How do you align the incentives of
external law firms with the objectives
of the law department? By working with
groups like Advance Law, being selective
in the firms we use, and enforcing our
Outside Counsel Guidelines, we build
very solid relationships with our firms. As
long-term partners, they understand our
main objective is reaching cost-effective,
practical solutions to legal problems.
When you work closely with the same
attorneys over the years, they get to
know your risk tolerance and approach
to resolving matters. Firms that want to
have a continuing, mutually beneficial
relationship will change their behavior to
make you happy.
What three things does a law firm need
to do to impress you? First, embrace
and proactively suggest alternative fee
arrangements. Second, be able to quickly
analyze a matter and have the experience
to predict the likely outcome and potential
settlement options before having all the
facts and spending a lot of money. Finally,
be smarter than and one step ahead of the
opposing attorneys.
If not an attorney, what would you wish
to be? I would compose music scores for
motion pictures.
What is the best career advice you have
ever received? Be yourself and make sure
that your clients want to have a drink with
you because they want to, not because they
have to.
What one piece of advice would you give
to a prospective GC? Try to become a
generalist and get experience in as many
different legal areas as possible. Finally,
work closely with the senior business team
so you acquire the three “C’s” for success—
credibility, charisma and confidence.
BRIAN S. CHEVLIN
Senior Vice President &
General Counsel
Pernod Ricard USA, Inc.
Q&A
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