Interview with Matt Gould, General Counsel of Telstra International
Michael Page Legal as a business prides itself on its knowledge of the In-house arena, and current market knowledge. As consultants we spend our days speaking to many legal specialists, understanding their businesses and specific requirements. Two of our specialist In-house consultants, Simon Porter and John O’Connor sat down with Matt Gould, General Counsel of Telstra to get his views on the role of an In-house Counsel; how he manages the diverse workload and his views on the current economy.
Some background on Matt Gould: 
As General Counsel, Company Secretary and Head of HR, how do you balance these three roles and prioritise your time most effectively?
50/50 legal (including corporate governance) and HR, however prioritisation is always driven by customer needs. If a customer contract has to be done then that takes priority. I believe that the key to being a successful In-house lawyer is to always focus on the customer.
When did you know you wanted to move In-house?
Originally I wanted to be an Entertainment lawyer. I joined a firm to focus on this, but due to business requirements, was drawn more toward the Telco area and was also seconded a few times. I liked being close to the business and close to the decision making process. One Christmas Eve, following completion of a deal, I attended a function where the MD thanked all involved and then said ‘Now let’s allow the lawyers to leave, and we can get on with making some real decisions about pushing the business forward’. I was offered an In -house role earlier in my career, but opted to remain in Private Practice for a little longer to ensure I had enough qualitative commercial experience – not moving too early was a good decision.
What are the main differences between In-house and Practice?
You get very little support working In-house compared to Private Practice (secretarial, research). The emphasis is really on you and you alone to get things done. You have to put your neck on the line when making decisions. You can’t hide behind the “On the one hand, on the other hand” approach. You really do have the autonomy to make very important business decisions.
What makes a good commercial lawyer in your opinion?
Common sense, a strong work ethic, ability to understand and interpret complex legal advice in a practical and commercial way. However, the key is being able to balance these three things effectively.
Telstra:
What are the challenges in working for the UK arm of a predominantly Australasian focused business and in operating across jurisdictionally?
You have to have a trusting approach – Telstra (Aus) are relatively hands off, they appreciate that local knowledge is often best, and give us plenty of room to manoeuvre. Distance and time difference – you need to have an independent mind and practical approach.
How effectively does the legal team work with the wider business?
Very well. The team has worked hard to build trust and confidence. We are a valued part of the commercial business and are there for more than just governance.
To what extent do you use external counsel?
For M&A, property, litigation and employment. This arrangement is ad-hoc, there is no panel arrangement as such, and the firms they use are based largely on personal relationships.
How has this been affected by the market?
External relationships with firms haven’t been affected as most work is kept In-house and always has been.
The Market:
How is the business doing?
Overall, business is doing well, although times are obviously challenging.
What are the unique challenges that the recession has brought to your organisation?
Decision making processes in our clients have become far more complex, much tighter, and often slower. On the positive side, Telstra’s services are designed to streamline processes and save companies money. They are therefore an obvious choice for many companies in times such as these. There is very much a ‘business as usual’ attitude, cost control is and always has been very important within our business. Therefore, at the moment it’s a case of more of the same, rather than new ideas.
Have we reached the bottom or will this be a 'W-shaped' recession as some have predicted?
Unsure – so many areas have been cut back, that I would hope that we/the government have done enough to prevent any further decline. Things are looking more optimistic, and perhaps this is because business decisions that have been put on hold, are now being made.
What lessons can we take from current market conditions?
Cost control, focus on unnecessary expenditure, businesses will be leaner and fitter. I feel that firms will emerge with far more competitive pricing models.
Finally, what are your predictions for 2010?
Too difficult to predict at this stage.
