An interview with Bobby

Tell us a little bit about your work and your role

My full time role is General Counsel to Bell Microsystems Limited (Bell Integration) and I also act as head of Corporate and Commercial at Blaser Mills LLP.  The former is a systems integrator and procurement management business turning over about £160m.  I have a team of 5 and in essence we deal with the contractual requirements of the business and the legal risks it faces.  At Blaser Mills my role is similar to that of a non-exec director. 

What does your work with a client usually involve? 

Primarily listening to their issues and then working with them to come up with a cost effective solution. 

How did you get into this field of work?  

I had a brief spell as General Counsel with a technology start up which I enjoyed and Bell Integration (a client) was looking for an internal resource to assist with the rapid growth plan.  I joined Blaser Mills 3 years ago when they bought my law firm and have helped them build a corporate and commercial practice. 

What excites you about your role? 

Being closer to the action allows you to see more clearly the impact of the role of legal advisor and manager bringing a whole new dimension to being a lawyer.  You are much more closely aligned with success or the lack of it! 

What does your ideal client look like? 

Someone with a plan with someone ready to back the person and the plan 

What have your highlights been so far? 

Too many to list but in summary the resilient and talented people I have worked with 

What are the challenges currently facing your sector? 

Technology and value.  The continuing advances of automation will provide opportunity for some and leave others behind 

Do you find companies try to do this area of work themselves - and get stuck? What are the common issues? 

Seek advice once they have hit the ice berg and not before they plot the journey or change course.  A common failure is to accurately record what has been agreed at the outset so as to explore “what ifs” before they happen and become disputes. 

Establish who owns the intellectual property that will form the fabric of the business before trying to deploy it 

Should a busy entrepreneur prioritise this area of work? How can they make time for it with everything else on their plate? 

Entrepreneurs are no busier than most people.  Once they have decided on a plan they need to determine what will help achieve it and what stands in the way.  From here it should become clearer what they can deal with themselves and where they need advice.  In today’s world advice on intellectual property is essential. 

What's the best advice you've been given? 

You don’t get a second chance to make a first impression 

How do you see your work changing over the next ten years? 

Greater value placed on advice and project management and less value on knowledge, production and review of contracts. 

What do you do when you're not at work? 

Golf, tennis, reading, cinema (pre COVID), theatre, live sport, company of friends! 

What are the benefits do you think of working together in a collective way like Runway Advisors?  

Access to a rich variety of expertise and experience from people who care 

What is a common question or issue that clients present you with?

Should I register my brand as a trade mark? 

A good way to look at this is if you think the cost is too much then “No” because the cost of protecting it will dwarf the cost of registration.  If you intend to make something of the brand and use it to identify your goods and services then “Yes” and the cost isn’t relevant.  It is just part of the costs of deciding on the brand and how to establish it.