Canadian Lawyer InHouse

17 CANADIANLAWYERMAG.COM/INHOUSE JANUARY/FEBRUARY 2019 INHOUSE: How do you approach the management of your department and team internally? MARCUZZI: Beginning in 2017, we have had a focus on continuous process improve- ments. We're always trying to drive im- provement, so we're looking at some digita- lization initiatives, document management, emphasizing opportunities to improve the business services like trying to do self- service initiatives, automated training as opposed to in-person training, the integra- tion of legal into the business — so we're constantly working on that front. In the year ahead, we will be supporting a project for ArcelorMittal Dofasco in the digitalization area, supporting them from contract positions and privacy legislation. We have a big diversity and inclusion team here as well, so we're all active sup- porters of Dofasco's diversity and inclusion committee and the work they are doing, but we actually have a resource from legal that works on that committee to help develop the strategic priorities. We are all generalists, but we have some subject matter expertise in-house. We have to facilitate what needs to be done for the business, but we also have those individuals who have been the fi rst go-to in the legal department for HR, employment and la- bour and pensions. We also have environ- mental/health and safety expertise as well. We do take advantage of continuous learning and cross-training — when one of my lawyers was on leave, one of the other lawyers picked up their work. We have a Friday morning learning session where we are constantly trying to share information and knowledge. INHOUSE: How do you approach working with external counsel? MARCUZZI: Our external counsel are governed by framework agreements — these are big detailed retainer agreements we retain for the group — we do RFPs and RFQs for bigger matters. Our energy group and environmental group and technology is always looking for ways to identify a loss and close that gap and fi x it. It's amazing if it results in a $5,000 savings or $200,000 savings — those things are constantly going on in this place. We are really trying to fi nd ways so that knowledge sharing happens and they are comfortable making the decisions as well. There are certain things we are measur- ing, and our business plan has certain key performance indicators around looking at where we are and where we're not on plan. IH I n October, Coast Capital Savings was given approval by Minister of Finance Bill Morneau to become a federal credit union, effective Nov. 1, 2018. The approval follows an extensive review by the Offi ce of the Superintendent of Financial Institu- tions, which assessed Coast Capital's ability and readiness to meet the standards of a fed- erally regulated fi nancial institution. Coast Capital is the largest credit union in Canada by membership, the fi rst from B.C. to be approved to operate as a federal credit union, and only the second in Canada. Leading the expansion of the credit union across Canada from the legal and regulatory side is its general counsel and chief corporate development offi cer, Lisa Skakun. Skakun was general counsel from 2010 to 2015 and then went to Mogo Finance Tech- nology Inc. to be chief legal and adminis- trative offi cer for three years. She was then enticed back to Coast Capital to lead the national expansion in July of 2018. INHOUSE: As you return to Coast Capital, what are the main challenges for the busi- ness units that you are a part of in 2019? LISA SKAKUN General Counsel & Chief Corporate Development Offi cer Coast Capital Savings Location: Surrey, B.C. Size of department: 12 lawyers Time in role: Joined Coast Capital in 2010 VIEW presented by 2019 PHOTO: NICK DIDLICK

• Cover