In this Q&A with The Texas Lawbook, Vanessa Sutherland discusses the traits she seeks in outside counsel, what outside counsel need to know when working with her and more.
Texas Lawbook: What are the factors you consider when deciding about hiring outside counsel?
Vanessa Sutherland: Depending on the nature of the work we are outsourcing (episodic or routine, complex, high visibility, international, etc), there are several factors to consider. In no particular order, I will consider whether there is an existing relationship with the firms, quality of past work or successes, office locations, other practice offerings, demographics of the firm’s employees, pro bono profile, alternative fee arrangements, comfort and sophistication with technology, among other factors.
Lawbook: How is AI impacting your internal team’s work?
Sutherland: AI is increasing the capacity, speed and quality of our internal legal work by helping the team handle more work in-house, improve turnaround times and support better-informed decisions. Internally, we are using AI to streamline document drafting, regulatory analysis, legal research and contract review, freeing our legal professionals to focus more of their time on higher-value strategic work or client engagement. AI also acts as a thought-partner on complex issues.
Lawbook: How is AI impacting your relationship with outside counsel?
Sutherland: Legal operations is a relationship-capital, interactive practice. AI has caused more engagement with firms to understand how these early days of generative AI are affecting the matters we have. Both sides are humble enough to know that there is more to learn — which is building stronger partnerships, rather than straining them. Over time, AI will affect the questions general counsel ask about associates’ training and development as well as about law firm economics.
Lawbook: What does outside counsel need to know about you?
Sutherland: Innovation within the firm is important — for example, alternative fee arrangements. Benchmarking and best practices are critically important to us. Developing junior associates and staffing matters appropriately is important. I will look for preeminence in an area when the challenge facing the company is significant, but the time the firm takes to get to know our company and our culture is weighed heavily. That said, I am not “transactional.” I will refer clients, sing praises, expand the portfolio of work if there are genuine relationships between the firm and us. Pedigree may be the start of a race, but it only goes so far — personality must run the majority of the trail.
Click here to read the Lawbook profile of Vanessa Sutherland.