Claire Guilbert (Norton Rose Fulbright): the art of capturing opportunities
AFTER A DECADE WITH A LUXEMBOURG LAW FIRM— INCLUDING TWO YEARS IN NEW YORK—CLAIRE GUILBERT JOINED NORTON ROSE FULBRIGHT. SHE NOW WORKS IN A GROUP THAT COMBINES AN INTERNATIONAL NETWORK PRESENT IN OVER 50 CITIES WITH A LOCAL TEAM OPERATING IN A FAMILY ATMOSPHERE. HERE’S AN INTERVIEW WITH HER.
Why did you choose to join Norton Rose Fulbright?
I'm originally from the region around Luxembourg. After studying law in Nancy, I completed my Master of Laws in London and was accepted at the Strasbourg bar school to do my CAPA. But against all odds, I moved to Luxembourg, passed the CCDL, and then the Avoué instead. I started a traineeship at Arendt, where I ended up staying for ten years. During this time, I learned a great deal, especially during the almost two years I spent in the New York office. I agreed to join Norton Rose Fulbright for two main reasons: firstly, the size of the firm, which brings together over 3,000 lawyers in more than 50 cities across the globe, enabling us to deal effectively with the complexity of the issues facing our clients. Secondly, I was attracted by the human scale and friendly atmosphere of our office of around thirty people in Luxembourg, where friendliness is a cardinal virtue. This is a real added value when it comes to supporting our customers through the regulatory transition, as they are looking for more ‘partner time.’
"THE MEANING OF THE TERM ‘FUND EXPERT’ HAS CHANGED CONSIDERABLY IN RECENT YEARS IN THE GRAND DUCHY."
How are your customers' needs changing?
There seems to be no limit to the complexity of regulation around the world. Our clients choose us because they are looking for a partner who can offer a holistic approach that will enable them to make the right decisions. While we often use our knowledge of Luxembourg law, it only captures part of the solution, given that the activities of the companies we serve are spread all over the world. The meaning of the term ‘fund expert’ has changed a lot in recent years in the Grand Duchy. In 2010, it essentially involved back/middle office work, whereas today, to take on a ‘lead counsel’ role, we need to understand our clients' entire international strategy, the underlying needs, master M&A, and more. We must also—our main differentiator—know the law of all the markets where our clients are active and where the investors with whom we negotiate reside. In a world as complex as ours, the only solution is to call on a series of experts located around the world who are familiar with the granularity of local law. We are fortunate to have all these resources in-house, which allows us to optimize the time and costs associated with each project.
What risks and opportunities have you identified?
Life often turns out to be very complex, but it's an opportunity. My path has consisted of allowing myself to be carried along by life's opportunities, combining confidence and determination. I'm always careful not to do anything by halves. Seven years after opening our office in Luxembourg, I think our firm has reached the maturity needed to be considered by the market, to manage projects of all types and sizes, to face challenges, and above all, to continue to grow. We are involved in committees at ALFI and LPEA, and we publish content that is relevant to the market. It seems to me that we are in the right place at the right time. Our model, which is both local and global, meets the expectations of a fund market under pressure from a more volatile market. In short, I'm very optimistic.