Rainmakers 2015 - Minority Corporate Counsel Association

Debra Baker

Partner and Office Managing Partner,
Baker Wotring LLP

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“Having a unique niche area of expertise is a way to attract and retain clients,” says Debra Baker. “We’re a commercial litigation and environmental boutique law firm—it’s unusual for a small firm to do both the regulatory side of environmental as well as full-scale environmental litigation—providing representation to companies, governments, ports, railroads and individuals in significant and complex matters.” Prior to establishing Baker Wotring in 2001, Baker was at a big Houston firm handling a complex, ongoing case. But when the firm merged with another even larger firm on the other side of her case, an insurmountable conflict arose. “The client asked me to stay with the case, and it was negotiated that we’d set up a small firm,” recalls Baker. “I was flattered, and the large matter went on for several more years. During that time we discovered a real market for a boutique firm. Fourteen years later, we are still here and flourishing and have achieved record-setting results for our clients in a number of diverse and complex cases.”

Born in Washington, D.C., the daughter of a career military man and a Japanese war bride, Baker worked her way through the University of Maryland and Georgetown University Law Center. She left Washington for Houston in search of opportunities. “In the ’80s, Houston was an especially dynamic place for law then; there was a lot of work surrounding refining and shipping.” Despite its relative size, Houston has a small town feel, says Baker. “It’s really not unusual here for lawyers and clients to become friends. We do CLEs for clients, volunteer at their organizations and team up with them to do charity events. For over 20 years, Baker has also produced, written and/or performed in an all-lawyer musical theater production in Houston, leading her to meet numerous lawyers and judges, while raising an amount approaching $1 million for law-related charities. “In building a practice here, it really helps to include a social component. I also speak and publish a lot on environmental law topics. I have taught environmental law at area law schools, and some of my former students have become clients. But foremost, we strive to provide the highest level of client service and produce an exceptional work product for our clients.”

Samir A. Ghandi

Partner,
Sidley Austin LLP

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“After pitching a prospective client at lunch, rarely do you go back to the office and find a message saying they want to hire you,” says Samir Gandhi. “Now and then people will hire you for a large matter immediately without having worked with you before. But most of my significant work comes from lasting relationships I’ve developed by taking the time over a number of years to listen to clients and understand their business and concerns.”

Gandhi is the co-practice leader of Sidley Austin’s New York corporate group and focuses on capital markets offerings, corporate and governance matters, private equity transactions and transactions involving India. He also represents The Confederation of North, Central America and Carribbean Association Football, one of the confederations comprising FIFA, the governing body of world soccer. “It is far more boring than it sounds, but pretty interesting as far as practices go,” he says.

At Sidley, all lawyers are encouraged to be commercial but also encouraged to work together in teams, he says. “When I pitch clients, I pitch the firm and the vast resources and expertise we can provide–I rarely pitch myself. I make sure we’re being responsive and that subject matter experts that the client needs are available to help. I’m the quarterback of a great team. That’s the benefit of a large firm with lots of resources and lawyers who make it a priority to collaborate with each other.”

Gandhi advises associates, “Today’s young lawyers have great communication skills but these tend to be primarily electronic and social media-based. The most important advice that I have gotten and give is: Learn to listen. The best way to do that is through personal interaction–you don’t need to listen when you are texting someone, but you do when you are on the phone or meeting them in person. Shooting off an email to a client or a colleague isn’t always the best way to understand the client’s business and needs.

And discipline is imperative. For 20 years, Gandhi has made at least three practice development calls to clients and potential clients each week, sometimes more but never less. “Finding who to call is the easy part. The hard part is having something to say. Only when you say something smart that is valuable to them and their business will they listen. Clients who think you have their interests in mind and can provide them with value always call you for work.”

Vincent J. Napoleon

Partner,
Nixon Peabody LLP

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Vince Napoleon shies away from the term “rainmaker” as it applies to his model of business development. He sees himself more as a team leader and a trusted legal and business advisor to his clients. He brings a unique perspective to the table as a result of his experience and leadership.

“I lead Nixon Peabody’s government contracts team and work with a multi-practice group of lawyers across our firm’s offices,” Napoleon explains. “We work closely with companies to help them take advantage of the opportunities associated with federal, state and local government contracts. Beyond the contracts, we make sure our clients also understand the risks, obligations and larger business issues associated with them. In addition to our traditional government contract work, we have recently expanded our practice to include working on public-private partnerships issues.

“I am focused on serving not only as a legal advisor to my clients,but also as a business partner,” says Napoleon. “I look for ways to help our clients’ businesses forward, identify new business opportunities or weigh in on strategy where my knowledge and experience can add value.”

Prior to joining Nixon Peabody, Napoleon served as general counsel of major divisions of Fortune® 100 companies for more than 25 years. “That experience provided me with valuable insight from a client’s perspective as I think proactively about solutions to our clients’ business challenges,” says Napoleon. I also served as general counsel of two publicly held companies (a pharmaceutical-related company and a biotechnology company) where I was a member of senior leadership teams and advised and counseled boards of directors.”

A Philadelphia native who was determined to be a lawyer since the age of nine, Napoleon says he realized his goal with the support of interested teachers and an intense professional pipeline program geared to minority high school students. He enjoys his work and values his clients. As he supports his clients’ needs, Napoleon believes, “It’s vital to have an understanding of what it means to supply good client service–being proactive and predictive to provide insight into and an understanding on the issues a client hasn’t yet anticipated.”

Ram C. Sunkara

Partner,
Sutherland Asbill & Brennan LLP

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“There isn’t a set blueprint for business development,” says Ram Sunkara, a rainmaking partner whose practice includes representing Fortune® 100 companies, private equity firms and diversified energy companies pursuing cutting-edge energy investments and implementing global energy efficiency and sustainability initiatives. “Your approach must dovetail with your personality and strengths. Throughout my career, I’ve learned different business development techniques from my mentors and other successful attorneys. I utilize a lot of those skills in ways that suit my personality. The legal industry is a relationship-driven business, and for any relationship to thrive, it has to be based on authenticity.”

Sunkara recognized early in his career that he had a knack for relating to a wide range of clients and understanding their needs. “It’s important to move from being a doer to a trusted business adviser to the client. To achieve that, one must learn the ins and outs of their clients’ businesses and be proactive in identifying both risks and opportunities for clients utilizing that expertise.”

Born in India and raised in Atlanta, Sunkara is one of the youngest equity partners in Sutherland’s history. He credits his parents with instilling in him a love for learning and a strong work ethic. “They were first-generation immigrants who didn’t have a lot, but they gave me everything they had.” Sunkara always knew he wanted to do transactional work, but his start was in a different practice. “I entered the profession just after the dotcom bubble burst, so my first firm assigned me to products liability litigation. While I’d later move back to transactional work, litigating was actually a good experience for me. I learned the importance of understanding complex subject matter and how to avoid ambiguity in the transactional context.”

When asked how he sustains his large stable of clients, Sunkara cited a known quote: “Successful people are not gifted; they just work hard, then succeed on purpose.” Rainmaking, according to Sunkara, takes both hard work and design. “You have to really understand your client’s business. That means making an investment off the clock to learn about it—not just because it could lead to business, but because you genuinely have an interest in your client. Sincerity makes a big difference.”

2015 MCCA RAINMAKERS

DEBRA BAKER

MICHAEL A. BROWN

KELLY-ANN CARTWRIGHT

SAMUEL A. DANON

PAST MCCA RAINMAKERS

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Debra Baker

Michael A. Brown

Kelly-Ann Cartwright

Samuel A. Danon

Samir A. Ghandi

Faith E. Gay

Francis Q. Hoang

Mary E. Innis

Randall R. Lee

Vincent J. Napoleon

Cynthia R. Rowland

Jesse H. Ruiz

Charlene (Chuck) Shimada

Ram C. Sunkara

Jeong-Hwa (June) Lee Towery