Texas Lawbook: Tell us some nuts-and-bolts about your daily work.
T.J. Campbell: As general counsel of Howard Energy Partners, no two days ever look the same, and that’s one of the things I love most about the job. My work sits at the intersection of strategy, risk and execution, so every day brings a different challenge.
A typical morning might start with a discussion about financing strategy, reviewing terms for an expanded credit facility or a new debt issuance, followed by a meeting with our commercial and engineering teams to negotiate key agreements on a growth project like the Outer Loop pipeline. Later that same day, I might be advising the board on governance issues, helping craft materials for one of our six joint ventures or working with the executive team to align near-term decisions with our five-year strategic plan.
Beyond transactions and governance, I also lead our government affairs function. That means helping shape Howard’s advocacy strategy, coordinating with state and federal lobbyists and overseeing our political action committees. Whether it involves engaging with policymakers on permitting legislation, electricity market design or tort reform, a significant part of my day focuses on ensuring that our voice is heard in the policy conversations that shape our industry.
I also spend time managing and mentoring our seven-lawyer department. We intentionally operate as a small, high-impact team, so part of my role is helping our attorneys develop breadth and confidence across corporate, regulatory and commercial matters.
If there is a common thread to all of this, it is that the work is never static. One day I may be focused on a nine-figure piece of litigation, the next I am negotiating an acquisition, and the next I am helping our leadership team think through long-term growth. What keeps it exciting is that every task connects back to something larger: the mission of delivering positive energy and building the infrastructure that powers people’s lives.
Lawbook: What have been your biggest challenges since becoming Howard Energy’s GC in 2021?
Campbell: I stepped into the role of general counsel during one of the most difficult chapters in Howard Energy’s history. A difference in vision between our two co-founders had escalated into a business divorce and complex litigation that threatened the company’s stability and future. My first task was to guide Howard through that process while ensuring we preserved the continuity of our operations and, just as importantly, the culture and sense of purpose that define who we are.
The litigation involved nuanced questions of Delaware law and required careful coordination across multiple outside counsel teams. Although my background was primarily in corporate law rather than litigation, I learned quickly how to trust my instincts, rely on strong partners and maintain focus on the long game. It was a crash course in patience, strategy and leadership under pressure.
Ultimately, we reached a resolution that not only stabilized the company but also laid the groundwork for the growth that has followed. That experience reinforced for me that resilience is not just about surviving a crisis; it is about finding clarity and renewed strength on the other side.
Lawbook: What have the biggest business or legal successes during your time at Howard Energy?
Campbell: One of the most significant accomplishments during my time at Howard Energy occurred just earlier this week, when we closed a major equity transaction that brought a leading institutional investor in as a long-term capital partner. The investment represents years of work to position the company for sustainable growth and to align with investors who share our vision and values.
From a legal standpoint, this latest transaction required careful navigation of complex corporate and governance matters and close collaboration with management, our existing sponsor and our new investor. It stands as a defining example of how legal strategy and business vision can come together to create lasting value.
What makes this milestone especially meaningful is its broader impact. It is deeply rewarding to see that our work contributes to institutions dedicated to education, service and long-term stewardship.
Lawbook: What has been your best day working at Howard Energy?
Campbell: It is difficult to choose just one, but one of the best days in my time at Howard Energy came earlier this year when we resolved a major piece of litigation that had been pending for nearly five years. The case involved multiple plaintiffs, several co-defendants and complex insurance and indemnity issues. During that time, the legal environment for these types of claims had changed dramatically, with median verdicts rising sharply and so-called nuclear verdicts becoming more common.
Successfully resolving the matter required a coordinated, multifaceted strategy. Our legal team worked closely with six outside law firms, aligning different approaches into one unified effort. We managed sensitive negotiations across a large group of parties and insurers, while keeping our focus on protecting the company’s long-term interests.
The day we reached a comprehensive settlement was deeply satisfying. It represented the culmination of years of persistence, collaboration and disciplined strategy. More importantly, it reflected the strength and professionalism of our in-house team and the trust we have built with our outside partners.
Lawbook: What are the biggest or most important initiatives you are handling now?
Campbell: Every department at Howard Energy is currently engaged in our annual process of developing, prioritizing and implementing initiatives for 2026. The legal and government affairs teams are in the early stages of this process, but several priorities have already taken shape.
Some initiatives are specific to our business, such as the successful resolution of a long-standing arbitration in Mexico. Others focus on improving how our legal and government affairs teams operate internally. Although we have recently increased the size of our legal department, the pace and complexity of the company’s growth continue to place significant demands on our time and resources. As a result, we are emphasizing initiatives that help us operate more efficiently and ensure that every member of the team is working at their highest and best use.
This includes evaluating and implementing AI tools such as Microsoft Copilot, specialized legal platforms and internal AI agents that can support research, contract management and workflow automation. We are also developing detailed contract playbooks that allow our contract administration professionals to handle a greater share of day-to-day commercial work.
Together, these initiatives are designed to help us scale more effectively, manage bandwidth constraints and continue delivering high-quality, business-focused legal support.
Lawbook: What does outside counsel need to know about you?
Campbell: I am looking for a partner, not a vendor. The best outside counsel are those who invest the time to understand our business, our people and our risk tolerance. I value lawyers who can translate complex issues into practical solutions and who approach each matter with the same sense of ownership we do internally.
Because our legal department runs lean, bandwidth is always a consideration. We appreciate outside counsel who are decisive, efficient and proactive in moving matters forward. The most effective relationships are those where our lawyers operate as an extension of the team, helping us reach the right outcome quickly and confidently.
Lawbook: What am I not asking that I should be asking?
Campbell: I’d love to talk a little more about meaning. When I first joined Howard Energy, I sensed an intangible focus on purpose. People cared deeply about doing good work and supporting one another, but that sense of meaning was more felt than defined. Over time, I have had the opportunity to help shape that intangible feeling into something more explicit: our mission to deliver Positive Energy.
For us, Positive Energy is more than a slogan. It describes both what we do and why it matters. On a practical level, our business powers every other business. The molecules that move through our pipelines fuel hospitals, schools, data centers, manufacturing plants and homes. That is a responsibility we take seriously. But Positive Energy also represents how we approach our work, with optimism, integrity and a belief that abundant, reliable energy creates opportunity and improves lives.
That belief extends beyond operations into advocacy. Energy affects everything, yet the conversation about it is often polarized or misunderstood. At Howard, we are working to change that by telling a more complete story about energy, one that connects reliability, affordability and environmental responsibility. Our government affairs team, and really every employee, has a role in helping raise the energy IQ of our communities and policymakers.
In the end, the most rewarding part of my job is knowing that our work has purpose. We are not only building infrastructure — we are building understanding, stability and opportunity. That sense of meaning is what keeps me, and many others here, motivated every day.