Canadian Lawyer InHouse

23 CANADIANLAWYERMAG.COM/INHOUSE JULY/AUGUST 2019 ent about how we responsibly use down in our products. We've implemented things like trace- ability standards to help the public understand how we use our down and where it comes from and how we use it responsibly. I think that's a good example of an interaction between certain legal concerns but also business and brand and that sort of thing. Certainly, I'm in a lot of those conversations. GOKHALE For many people that are in a role similar to mine, it's the capital markets side of things. As legal advisors, we do tend to lean toward the advising on risk or having to spot issues and advise on why we should not be doing certain things. But there is a shift, at least from my perspective, playing that role versus how do we figure out how to do this right. Being in that advisory role, you're best suited to advise on the risks — risks are usually reasons to not do certain things — but kind of flipping it around to OK, well, this is a bit of a roadblock, but this is how we should be focusing on get - ting around it. Or this is how we should be focusing on being able to execute to bring certain initiatives to fruition. It's really lib- erating when you switch roles and play on that side. But it is it is quite challenging in this industry, with the moving pieces of a relatively new regime product. InHouse: What is your relationship with the executives in your company? HARNICK I definitely feel like I have a seat at the table. I'm a member of the executive team . . . certainly not on the sidelines, just parachuting in when there's an issue or a problem. I participate in the wins and losses of the corporation and the other executives to the same extent as everyone else, which I think is really important because people that own a line of business or have a particu - lar role to play that, again, is directly linked to a financial metric [that] can sometimes look at more advisory roles, like a general counsel role, as not being as involved or as affected by the things that happen. JUMA It takes some time to build that trust. As the first general counsel of an organiza- tion, they're not necessarily aware of the le- gal function within an organization. So, it takes some time to explain to them what we do and how we can help and be an enabler instead of being the Department of No. It's important to enter the role using a multi- faceted approach of not only being a good lawyer but also being a good counsellor. Sometimes, you feel like you're a psycholo - gist, having some good, strong business Visit canadianlawyermag.com/inhouse Sponsored by: OUR VIDEO COVERAGE TOPICS: Staying on top of it all The wildest ride Branding and marketing challenges Technology in the workplace David Forrest, Canada Goose Vivian Leung, BlueCat Networks Rustam Juma, Eckler Ltd. Sony Gokhale, Supreme Cannabis Co. Alison Harnick, First Capital Realty Inc. 14 th Annual Canadian Lawyer InHouse General Counsel Roundtable From legal counsel to business adviser

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