Elizabeth Bourlet#495

Elizabeth Bourlet

Elizabeth is an experienced, commercially-minded solicitor with a combination of professional and business qualifications. Elizabeth has a breadth and depth of experience gained from holding senior positions both in private practice and in significant corporate entities in a wide range of industries and sectors, including: retail ' a national garden centre group and a major national DIY group, luxury brands, manufacturing, the water industry, IT and the public sector. Elizabeth has a particular interest in drafting, negotiating and managing commercial contracts of all kinds: general terms and conditions of purchase and supply, supply of services, IT and major systems implementation, marketing, utility supplies, telecoms, supporting the rationalisation of suppliers and the establishment of cost effective group-wide initiatives, including outsourcing and insourcing. Preparation for GDPR has also been a key part of her recent assignments, as has Corporate Social Responsibility. Preparing businesses for sale by private equity owners, is a further specialisation of her, including advising on asset value maximisation, ensuring key contracts are in place, drafting policies and procedures to regularise corporate governance, preparing for due diligence, organising and populating data rooms and playing a key role in associated financial restructuring. Elizabeth has considerable experience of supporting the exploitation of brands worldwide, involving: preparing complex co-development arrangements, cross-licensing and distribution provisions; preparing detailed licensing, distribution and agency agreements; managing (and rationalising) a vast world-wide trade mark portfolio and dealing with infringement issues and new registrations. She is fully accustomed to working on long, medium and short-term contracts through her own company, Elizabeth Murray Solutions Limited.
Contributed to

57

Financial management
Financial management
Practice notes

This Practice Note suggests some methods you could consider to demonstrate that your department is managed in a financially rigorous manner and that it contributes value to your organisation.

Finding your feet in-house—your first week
Finding your feet in-house—your first week
Practice notes

This Practice Note is intended for lawyers taking up a new role in-house. It is aimed at sole in-house lawyers but will also be relevant to you if you are joining an established legal team. This Practice Note is designed to provide you with some practical tips about how to settle yourself into your role and suggests actions to take in your first week.

Finding your feet in-house—your second week
Finding your feet in-house—your second week
Practice notes

This Practice Note is intended for lawyers taking up a new role in-house. It is aimed at sole in-house lawyers but will also be relevant to you if you are joining an established legal team. This Practice Note sets out suggested actions to take in the second week of your new post. It should be read in conjunction with Practice Note: Finding your feet in-house—your first week.

Getting the most out of induction meetings—in-house lawyers
Getting the most out of induction meetings—in-house lawyers
Practice notes

This Practice Note is intended for in-house lawyers taking up a new role. It is designed to give you an overview of the basic induction meetings that you should be provided with in your first few weeks after joining your organisation and practical tips for getting the most out of them.

How to assess a contract management process
How to assess a contract management process
Practice notes

This Practice Note is designed to assist you to devise suitable performance measurement metrics to monitor the efficiency and effectiveness of your contract management framework and process.

How to conduct a contract audit
How to conduct a contract audit
Practice notes

This Practice note provides suggestions as to how to conduct an audit of contract management processes together with an indication of the topics you should investigate during your audit.

How to manage legal risk
How to manage legal risk
Practice notes

This Practice Note is intended for in-house lawyers of commercial organisations based in the UK. It aims to help you to understand what is meant by legal risk, the different types of legal risk and provides practical guidance on how to manage legal risk.

How to take control of the contract management process
How to take control of the contract management process
Practice notes

This Practice Note discusses ways for the legal department to manage contracts, the challenges of legal contract management, and why it is important for the legal department to develop and implement a contract management process. It covers developing and implementing a process and the extent to which technology can make legal contract management easier.

Human resource management
Human resource management
Practice notes

This Practice Note suggests some strategic ideas you could adopt to ensure that your human resources are aligned to provide efficient and high-quality legal services at the appropriate cost.

Key business assets risk management guide
Key business assets risk management guide
Practice notes

This key business assets risk management guide, written in collaboration with Elizabeth Bourlet, identifies five priority areas for key business asset risk management and gives the heads-up on why each one is important. It includes a series of mini action lists which suggest action points for each priority area, encourage you to record your organisation’s current position and signpost relevant content in LexisNexis®. It covers prevention and risk management as well as providing an understanding of the importance of keeping information confidential and how to implement appropriate measures. This key business asset risk management guide does not cover the relevant law in detail.

Knowledge management
Knowledge management
Practice notes

This Practice Note considers some fundamental areas of knowledge that your legal department should manage: regulatory compliance, contract compliance, organisational risk and compliance monitoring, together with how to ensure such knowledge remains accessible to emerging working methods.

Legal metrics and analytics
Legal metrics and analytics
Practice notes

This Practice Note suggests some practical ways in which you could measure legal department’s performance and demonstrate how legal department contributes value to your organisation.

Legal operations unravelled
Legal operations unravelled
Practice notes

This Practice Note defines the term ‘legal operations’ and explains the scope of the term.

Contract audit meeting with director/head of function—agenda
Contract audit meeting with director/head of function—agenda
Precedents

This Precedent Contract audit meeting with director/head of function—agenda will enable you to ensure all the important topics you need to discuss with each of the organisation’s directors/heads of functions are covered. It is designed to enable you to capture as much information as possible to assist you to: understand all the different procurement processes used in your organisation, understand the ways in which contracts are managed across your organisation, understand how the legal department can best support your organisation’s contract management processes, and enable the legal department to create an effective legal process to support your organisation’s contract management process.

Contract audit process meeting with line manager—agenda
Contract audit process meeting with line manager—agenda
Precedents

This Precedent Contract audit process meeting with line manager—agenda will enable you to ensure all the important topics you need to discuss with your line manager are covered. It is designed to assist you to agree: the best method of conducting the audit, how your line manager can best support you, timescales for the audit, any further support needed, the means of communication of the findings of the audit and of the resulting legal contract management process, the need for a recurring review of contract management processes, and the most appropriate way for the legal department to create an effective legal process to support the organisation’s contract management process.

Human resource management—step plan
Human resource management—step plan
Precedents

This Precedent allows you to document tasks to ensure that your human resources are aligned to provide efficient and high-quality legal services at the appropriate cost.

Knowledge management—step plan
Knowledge management—step plan
Precedents

This Precedent details some fundamental areas of knowledge that your legal department should manage and suggests a way to document tasks related to this. Areas covered are: regulatory compliance, contract compliance, organisational risk and compliance monitoring and how to ensure such knowledge remains accessible to emerging working methods.

Legal contract management process
Legal contract management process
Precedents

This Precedent Legal contract management process is designed to sit alongside your legal work process to explain to staff how to request the legal department drafts or reviews a contract. It is intended to ensure all the important topics you need to establish your contract management methods within your organisation are captured.

Legal metrics and analytics—step plan
Legal metrics and analytics—step plan
Precedents

This step plan suggests tasks you could undertake to measure the legal department’s performance and demonstrate how legal department contributes value to your organisation. It suggests how to action and document these tasks.

Other work

Getting the most out of induction meetings—in-house lawyers—checklist
Getting the most out of induction meetings—in-house lawyers—checklist

This Checklist is intended for in-house lawyers taking up a new role. It is designed to help you get the most out of the basic induction meetings that you should be provided with in your first few weeks after joining your organisation. It should be used in conjunction with Practice Note: Getting the most out of induction meetings.

Practice Areas

Panel

  • Contributing Author

Qualified Year

  • 1987

Membership

  • Institute of Chartered Secretaries and Administrators
  • The Law Society

Education

  • University of Birmingham: BA Hons in English Language & Literature
  • College of Law, Guildford: Common Professional Examination & Solicitors' Finals Course
  • Kings College London: LLM
  • Associate member of ICSA after completing the ICSA 'fast-track' Henley Management College: MBA
  • Congleton Grammar School for Girls: 10 'O' Levels & 4 'A' Levels

If you expected to see yourself on this page, click here.