Judgment shaped by experience
I help companies navigate risk, make consequential decisions, and build legal organizations that work.
I began my career trying cases. That work taught me to prepare thoroughly, test assumptions, and make decisions when the stakes are real. Those habits have stayed with me through more than 25 years in telecommunications, media, and technology.
My career at AT&T and DIRECTV has taken me across litigation, commercial transactions, product counseling, crisis response, and legal operations. Today, as Vice President & Associate General Counsel at DIRECTV, I lead enterprise litigation and risk governance.
The work I find most rewarding is building: teams people want to be part of, processes the business can use, and a legal function that helps the company move forward.
I have served on the Board of Regents of Southwestern Adventist University for six years, including service on its governance, bylaws, and finance committees.
Legal leadership across the business,
from the courtroom to the executive table.
Vice President & Associate General Counsel
Built the enterprise litigation organization and risk governance function following DIRECTV’s separation from AT&T. Lead litigation, investigations, outside counsel management, and legal operations, working across Finance, Technology, Product, and other business teams.
Enterprise risk · Litigation strategy · Legal operations
Progressive legal leadership roles
Led enterprise litigation and commercial legal teams, supported leaders responsible for more than $35 billion in annual revenue, and advised on products, transactions, governance, and crisis response. Consolidated three litigation organizations into a single enterprise function.
Commercial strategy · Organizational leadership · Transformation
Associate Attorney
Managed cases from intake through verdict as a first-chair trial attorney, including 26 jury trials, two bench trials, and more than 40 administrative proceedings.
Trial advocacy · Preparation · Accountability
Integrated Legal Operating Model
A legal department’s effectiveness depends on more than the quality of its advice. It also depends on how work arrives, who makes decisions, when issues escalate, and whether the business has what it needs to act.
Clarify decision rights, risk tolerances, and escalation paths. People should understand what they can decide, when legal needs to be involved, and who owns the next step.
Connect intake, contracts, matters, outside counsel, and reporting to the way the business actually operates. A process earns its place when people can use it and it improves the result.
Learn from the people around you. Measure delays, recurring problems, and the cost of work. Use technology, including AI, where it improves judgment, execution, or the experience of the people doing the work.
Sound judgment requires curiosity, discipline, and a willingness to keep learning.
Start a conversation
For executive opportunities, professional connections,
or a conversation about how legal can work better.
Integrity. Compassion.
Personal accountability.
