7 Questions with ACC Australia member Nick Avery, Deputy General Counsel, Linfox Logistics
1. Tell us about your current role and organisation
I’ve been with Linfox Australia for just over 8.5 years, having previously worked at Gadens in Melbourne and prior to that Hunt & Hunt in Hobart. My role as Deputy General Counsel is a newly created role that sees me assist the General Counsel in a variety of different transactions as well as manage the day to day legal function for some of Linfox’s business units across Australia and New Zealand. We currently have a relatively small but busy team of 6 lawyers all of whom are based at Essendon Fields in Melbourne.
Linfox is Australia’s largest privately-owned logistics company, having commenced operations in 1956 when the founder Lindsay Fox purchased his first truck in Melbourne. Logistics and supply chain can encompass a broad variety of matters so there is always something new to work on, and recently I was involved in a transaction in which Linfox acquired full ownership of BevChain, a joint venture company Linfox held with Lion Nathan since 2006 to provide tailored supply chain solutions to the Australian beverage industry. In addition to providing legal support to BevChain, I also work closely with Linfox’s Retail and Government & Defence Business Units.
2. What LegalTech does your team use?
Our legal department use very little external LegalTech, however over the last 12 months Linfox has developed an internal capability called “FoxLink”. FoxLink is an online portal which is reviewed and managed internally to assist in the management of Chain of Responsibility requirements for sub-contractors engaged by Linfox. Management of sub-contractors, particularly in the transport industry is crucial and FoxLink is a valuable tool particularly from a compliance perspective.
3. What advice would you give in-house counsel in building relationships within their organisation?
Take the time to understand the needs of the organisation and those with whom you are building a relationship. The ability to communicate and build trust should be much easier once you are on the same page.
4. What are some of the factors that led you to pursue an in-house legal role?
Without wanting to sound too clichéd, one of the main factors was the desirability of seeing a project through until the end as opposed to being involved in only discrete aspects. The opportunity to work side by side with key people within the business to achieve a particular outcome and indeed see those results was appealing. I was also attracted to the general commercial exposure that comes with an in-house role, particularly at Linfox where I have been able to work closely and learn from a diverse range of people. A desire to not be pigeonholed into a certain speciality was also an important consideration, especially as a young lawyer.
5. What is the one thing a law degree doesn’t teach you about being a lawyer?
A law degree doesn’t really address how to transfer all that you have learnt (or managed to memorise from Uni days) into practice on a day to day basis. The ability to apply theoretical knowledge to practical advice that is concise is vital, particularly in an in-house environment.
6. What is the best piece of advice you would offer a lawyer that’s new to the in-house sector?
Ask lots of questions of your peers in the legal team but also those within the business and try to immerse yourself in what it is that the business actually does. It is important that as an in-house lawyer you always maintain the independence required of your role, while also being a valued part of the organisation by understanding the key commercial drivers that impact the business.
7. Finish this sentence… If I wasn’t a lawyer I’d be…involved in sports management in some shape or form.
Posted 7/12/17
