Day 1 - May 22nd

10:30 AM - 11:30 AM Welcome Brunch


Sponsored by: Icertis

10:30 AM - 11:30 AM Registration


Sponsored by: EverEdgeIP

11:30 AM - 11:45 AM Delegate and Sponsor Orientation

11:45 AM - 12:00 PM Ice Breaker Challenge

12:00 PM - 12:05 PM Chairperson's Opening Remarks

John Gilmore, Managing Partner, BarkerGilmore

John Gilmore

Managing Partner
BarkerGilmore

Sponsored by: BarkerGilmore

Opening Session

12:05 PM - 12:50 PM The Shifting Sands of Privacy as a result of Consumer IT, Big Data, Ambitious Utilizations and Government/Private Sector Claims : A Deep Dive Conversation for General Counsel

Craig Sharkey, Vice President and General Counsel, Walmart
Issues stemming from data usage, technologies, encryption and concepts of privacy are very much in flux and the legal function must and will have a role to play as these social issues continue to be debated. In this session Craig will lead a deep dive conversation into some of the following areas:

  • What does privacy in general mean today, particularly in the context of the evolving Apple vs US Government cases for demanding that Apple create malware to hack an alleged terrorist’s phone?
  • Are there limits to the use of consumer data to drive business outcomes and at what point does certain use become ‘creepy’ anymore?
  • What are the lines around use and monitoring of employee data inside a firm, particularly as it is relevant to cybersecurity?
  • How is your legal department interacting with CISOs and HR on cybersecurity issues both internally and externally?


Craig Sharkey

Vice President and General Counsel
Walmart
From the late ‘90’s up through just a few years ago Black Box has engaged in a strong M&A strategy to increase revenue with a heavy stream of growth from 1999-2003 acquiring 84 companies or almost one every 17 days. The acquisition strategy was so heavy that most of these companies were not well integrated into the central core business until just a couple of years ago when the company began a concerted comprehensive integration effort not only to integrate what had already been acquired but also establish the central platform for further growth.

This session will provide a presentation of the history and progress of those efforts with opportunities for further discussion around the overall strategy and opportunities for further growth and comments on the kinds of things that may have been missed along the way as a result of this particular company’s evolution.



Ron Basso

EVP - Business Development, General Counsel & Secretary
Black Box Corporation

1:20 PM - 1:55 PM Business Meetings

1:55 PM - 2:25 PM Business Meetings

2:25 PM - 2:40 PM Networking Break


Sponsored by: Miller Thomson

Year over year, GC’s are expected to maintain the same or greater performance levels while dealing with reducing budgets, increasing global regulations and a company culture that may be out of control in terms of risk management.

According to the narrow model GC’s have budget pressures to manage risk, improve compliance, save time, increase efficiencies and achieve the best legal outcomes. Typical pathways are increased through the use of data and technology to improve processes, increase productivity and deliver budgeted results.
Benchmarking against Maturity Models and consistently optimizing the operations are necessary processes to function in a data-driven world and the function has to have the dedicated talent to drive all of that forward all of the time; it can’t be a secondary or tertiary duty for someone who has the time once or twice a year as it will never happen. But given the backdrop of seemingly out of control company cultures, like e.g., Walmart’s expansion in Mexico, BP in the Gulf of Mexico, and most recently VW’s emissions manipulations, perhaps it’s time to invert the circumstances and make the legal function a for-profit subsidiary tasked with generating revenue and allowed to keep whatever returns it can generate on its budget.

How the C-Suite can continue to demand budget cuts and treat the legal function as a loss center while simultaneously engaging in multibillion dollar fraud and corruption on the other hand demands some introspection on the part of GC’s:
  • How well is your legal department benchmarking against maturity models?
  • Do you have dedicated talent for this ongoing process?
  • What is the company culture regarding fraud and corruption?
  • Is the legal function compromised, or subject to ‘business capture’ in the sense of regulatory capture, meaning subservient to business outcomes regardless of the risk to individuals and the enterprise?
  • How can/will you manage the conflict between narrow maturity models and business capture of the function and impact on your budgets?


Lee Cheng

Chief Legal Officer, SVP of Corporate Development and Corporate Secretary
Newegg

Samuel Eberts III

Chief Legal Officer, Corporate Secretary & SVP-Corporate Affairs
Laboratory Corporation of America

Rob Gitell

Senior Sales Director
Serengeti Law (Thomson Reuters)

Robert Soccio

General Counsel, Corporate Secretary, Compliance Officer and Director of Hu
Navistar Canada

Martin Mayne, Esq

Senior Director
DTI

Sponsored by: THOMSON REUTERS LEGAL TRACKER

3:45 PM - 5:00 PM What’s Legal, what’s Compliance, and what’s neither?

Rob Macklin, Vice President, Associate General Counsel, Hill-Rom Holdings

Many companies have compliance departments, either reporting into the legal department or directly to the CEO via a Chief Compliance Officer. Often times, the distinction between the responsibilities of the legal department and the compliance department can be muddy and confusing. Who has responsibility for things like regulatory compliance, whether industry specific, like HIPAA, or general, like the Trade Agreements Act? Who takes the lead when a customer asks you to certify your compliance with ongoing contractual covenants related to a myriad of topics, like human trafficking regulation, vendor background checks or other policies? When can legal give that away in negotiation and rely on compliance to handle it – or does compliance have to check up on the operations side of the house to ensure that the contract or law in question is being followed? And why are customers making so many of these (possibly infuriating) requests?

In this session, we’ll look to explore and discuss these topics and more through the lens of regulated industries, including health care, as well as those that deal with regulated industries, including those who provide products and services to the financial industry. Join us for a discussion that’s sure to be an interesting lead-in to happy hour!


Rob Macklin

Vice President, Associate General Counsel
Hill-Rom Holdings

3:45 PM - 5:00 PM The Troubled Acquisition; Integration Trauma and Managing the Fallout

David C Minc, Chief Legal Officer, A. Schulman, Inc.
Acquisitions are a growth strategy, but what happens when one starts to go south? Our approach at Schulman is that the integration process should be a continuation of the due diligence process. Looking at the continuum, this session will provide opportunity for discussion around the following:

• When to integrate? How and when to start the process?
• Define the integration process
• What is the role of the Law Department?
• Realizing the synergies
• Going beyond technical issues, the importance of corporate culture
• The discovery of a big problem
• Initiating and managing internal investigation
• Gauging and managing the integration trauma beyond that point.


David C Minc

Chief Legal Officer
A. Schulman, Inc.

MasterClass A

5:00 PM - 5:45 PM Challenges from the North – Ignore at your Peril Facing Cybersecurity, Investment Canada and Competition Challenges Head-On

Alexander Laika, Partner, Miller Thomson LLP Eric Dufour, Chair of Miller Thomson LLP's Competition Law Group, Miller Thomson LLP Lisa Abe-Odenburg, Associate Counsel, Miller Thomson LLP

Canada’s privacy, antitrust and foreign investment laws and practices are similar to those in the USA. There are several key distinctions and developments, which USA businesses and their legal counsel are often unaware of. Ignorance of these areas can lead to serious consequences, including sanctions and fines against companies, directors, officers and employees, as well as serious reputational harm. In other cases, lack of insight may also lead to lost business opportunities, such as in pricing and distribution practices or in cybersecurity safeguards. Our panel presentation will highlight some of the key legal challenges and offer practical guidance for dealing with these Canadian issues using real life examples.


Eric Dufour

Chair of Miller Thomson LLP's Competition Law Group
Miller Thomson LLP

Alexander Laika

Partner
Miller Thomson LLP

Lisa Abe-Odenburg

Associate Counsel
Miller Thomson LLP

Sponsored by: Miller Thomson

Brainweave A

5:00 PM - 5:45 PM Challenges to Realizing ROI from your Contract Management Solution

Samir Bodas, CEO & Cofounder, Icertis
What revenue or cost-saving opportunities exist within your current contracts? Once the contract has been negotiated, how well is your organization tracking compliance and assessing risk? Icertis Contract Management offers organizations a way to revitalize contracting operations to not only improve governance, control and visibility, but also significantly boost the ability to realize the hidden value within contracts while applying robust contract analytics to internal and external data sources, such as D&B, to deliver comprehensive risk profiling and management capabilities.


Samir Bodas

CEO & Cofounder
Icertis

Sponsored by: Icertis

5:45 PM - 6:20 PM Think Creatively About Existing Innovation

Steve Henning, Partner-in-Charge of Financial Advisory Services, Marks Paneth LLP
Companies commit enormous resources and time to develop valuable business processes and commercial goods. R&D spend results in competitive advantages that can be protected as trade secrets or through patents, copyrights, etc. On one hand, the upward drift in R&D as a percentage of GDP reflects an emphasis on knowledge expansion and innovation. On the other hand, in times of recession, companies hold the line on R&D costs or even reduce the spend. This dichotomy may reflect the challenge executives face in allocating scarce resources in difficult times.

The value proposition may be in thinking creatively about further exploiting the IP that is controlled. While IP is typically developed for a particular use in a specific context or industry, others may more readily see the opportunity of redeploying that IP in different contexts. The session will focus on actual examples where companies created substantial value by creatively exploiting IP. For example, a mature manufacturer of building products was awarded certified carbon credits because of its use of recycled products that eliminated greenhouse gas emissions. In another instance, a medical device compound is used to coat solar panel connectors to dramatically increase the efficiency of those cells.

There are many examples of inter-industry exploitation of IP. We will discuss the process of identifying such opportunities and cover the challenges, costs and benefits of doing so.


Steve Henning

Partner-in-Charge of Financial Advisory Services
Marks Paneth LLP

Sponsored by: Marks Paneth

6:20 PM - 6:55 PM Business Meetings

6:55 PM - 7:30 PM Business Meetings

7:30 PM - 9:30 PM Networking Dinner


Sponsored by: THOMSON REUTERS LEGAL TRACKER