Counsel to Counsel - September 2008 - (Page 6) partnership at a glance Ogilvy Renault LLP One of Canada’s leading law firms for more than 125 years, Ogilvy Renault offers expertise in business law, litigation, intellectual property, and employment and labor. With multidisciplinary teams in Montréal, Ottawa, Toronto, Québec and London, the firm’s 450 lawyers, patent and trademark agents work with some of the largest corporations in Canada and in more than 120 countries worldwide. Ogilvy Renault is the International Legal Alliance’s Canadian Gold Award winner for 2008 in M&A and corporate finance. well, it should be the focus for external communication. Things work best when the general counsel is the link between outside advisers and management.” Still, having outside counsel with such deep ties to the company can be a great resource. “It makes it a lot easier to deal with complex transactions when you have counsel that know the company, its business and its history,” says Lockyer. we all try to walk the line, to have somebody independent like Terry to give advice to the board of directors.” That kind of sound advice has contributed to a smooth transaction. The deal, which has been overwhelmingly approved by shareholders and awaits final regulatory approval, is expected to close this month. It’s a fitting resolution that reflects an effective partnership. Terence S. Dobbin focuses on mergers and acquisitions and public financings. He regularly advises acquirers and target companies in connection with negotiated transactions and unsolicited takeover bids. He has been outside counsel to CHC Helicopter Corporation for more than 20 years. Terence is Peer Review Rated and recognized in many publications as a leading M&A practitioner. He can be reached at tdobbin@ogilvyrenault.com. “ oucanendupina Y situationwhereit maybeperceivedthat managementismore interestedinthedeal goingaheadbecauseof theincentivesthebuyer isproviding.It’svery important,asmuchas wealltrytowalkthe line,tohavesomebody independentlikeTerryto giveadvicetotheboard ofdirectors.” And a degree of separation can be invaluable in a corporate sale, where company executives have a vested interest in the deal. “When these deals come up, management can be seen, and rightfully so, as potentially being in a bit of a conflict,” Lockyer explains. “You can end up in a situation where it may be perceived that management is more interested in the deal going ahead because of the incentives the buyer is providing. It’s very important, as much as Photo by Kuna Photography Martin Lockyer, CHC Helicopter Corporation be with a company from the start to such an incredible transformative event.” In his early years with the client, CHC didn’t have in-house counsel. When the company created a legal department in the late 1990s, Terence Dobbin did all he could to ease what can sometimes be a difficult transition. “It’s important to quickly establish a relationship with the new general counsel that assures them that our role is to best assist them in the way they see fit,” he says. “For a legal department to work “Terry over the years has developed a deep understanding of the business,” Mark Dobbin concludes. “In a good partnership everyone understands the roles they play. Having Terry in that spot really facilitated this transaction. When you have a high level of communication and trust, you’re not looking over your shoulder because you know there are certain areas you don’t have to worry about.” 06 LexisNexis® Martindale-Hubbell®
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