Featured in our GC Spotlight Series this month is Amanda Andreazza, who is the General Counsel for the Gas Technology Equipment (GTE) business unit within Baker Hughes’ Industrial & Energy Technology segment. GTE is a multibillion dollar business unit with over 5000 people operating in more than 120 countries. As a member of the GTE Leadership Executive Team, Amanda is responsible for the segment’s Legal, Compliance, Intellectual Property and Business Integrity Functions and sits on the Board of Directors.
Amanda has previously held other senior leadership roles within Baker Hughes, including as General Counsel, TPS Commercial, overseeing the segment’s global commercial legal strategy and operations and in region General Counsel roles including General Counsel for BH Europe, based in London and General Counsel for APAC and MENAT, based in Singapore.
Amanda began her legal career as a Judge’s Associate in the Federal Court of Australia before joining leading international law firm Allens Linklaters where she worked as a Senior Associate in the Litigation and Intellectual Property department in both Sydney and Hong Kong. She then worked as Senior Lawyer for Barclays in London, focusing on high-profile litigation and regulatory investigations in both the UK and Italy, including successfully obtaining the first private bribery prosecution in Italy.
Amanda holds a Bachelor Arts, Bachelor Laws (Honors) (BA LLB) from the University of Sydney, Australia. She is admitted to practice as a solicitor in NSW, Australia
1. Hi Amanda, can you tell us a little about your role and journey into law? What excites you outside of work?
My current role is General Counsel for the Gas Technology Equipment (GTE) business unit within Baker Hughes’ Industrial & Energy Technology segment. Baker Hughes is an energy technology company that provides solutions to energy and industrial customers worldwide. Built on a century of experience and conducting business in over 120 countries, our innovative technologies and services are taking energy forward – making it safer, cleaner, and more efficient for people and the planet. GTE is a multibillion dollar global organisation with over 5,000 people that delivers highly efficient mechanical and electric drive compression and power generation technology for projects across the natural gas value chain. I lead a global team of lawyers, sit on the board of directors and am responsible for setting the legal and compliance strategy for the business unit. I work closely with the other departments, from Finance for commercial transactions and M&A, to communications and marketing for IP and advertising matters, to HR for employment related issues and partner with the business to execute our strategy, building long term relationships with customers, regulators and other stakeholders. At the end of the day, the most effective General Counsels go beyond providing legal advice – they are strategic business partners who also happen to be lawyers.
I grew up in a small rural community in outback Australia in an Italian migrant family. At that time, educational opportunities were few and it was generally expected that girls would not go to university. From an early age, I loved books and remember reading “To Kill a Mockingbird” by Harper Lee when I was about 12 years old and being both incensed by the injustice and inspired to learn to advocate, especially for those who have less of a voice. Thus began my love of the law and of languages and I decided that I was going to get into law school at Sydney University. I worked as hard as I could, never taking my eye off the ball, and thanks also to the sacrifices made by my parents, I earned my place there. I think if you have a clear goal and you want something badly enough, anything is possible. At university, I was captivated by the intersection of law, business, and strategy in its ability to bring about positive change at a macro level that would flow into local communities. I saw how legal frameworks shape industries, protect businesses and people, and drive innovation, and that fascinated me. My decision to become a lawyer solidified when I worked as an Associate to Chief Justice Allsop of the Federal Court and was inspired by the Judge’s commitment to improving the justice system and to always bearing in mind the human element of the law. I have carried this with me through my career in private practice at Allens Linklaters and in-house, having had the opportunity so far to work in six different countries across APAC, MENAT and Europe.
Outside of work, I am an avid reader and always have a book or two on the go. Right now it’s Elif Shafak’s “There are Rivers in the Sky”, a multi-perspective novel about the politics and preciousness of water. I also love dogs and the Napoli football team in equal measure.
2. As a GC, what are some of the challenges that keep you up at night? How are you addressing them?
These last few years have seen so many challenges, from a global pandemic to wars, and, as every global business, in our legal team we have pulled together to react swiftly to deal with their legal risks and impact. The challenge and role of a good GC is to identify what will be next, sort of like a legal crystal ball, so that we can work proactively to help the company navigate potential risks before they become problems. This requires a deep understanding of both the law and our business model, and it allows me to contribute to the company’s strategic goals. I address this by gathering as much knowledge as I can, and thanks to a collaborative global team with whom I actively work to formulate and implement a strategy.
The state of our climate and energy security also concerns me greatly and inspires me to ensure that our legal department has the right skills and is in the best shape to strategically partner with our business team that is a key player in providing efficient, more reliable and cleaner energy solutions.
3. What do you think about the use of LegalTech, data analytics and process optimisation to improve your legal department’s value?
Most lawyers don’t traditionally think in terms of data or KPIs in measuring a legal department’s value. However, intentionally formulating what the success of a legal department looks like, how to measure that success and then articulate it using data will be become increasingly important. LegalTech is moving from a nice-to-have to an essential in enabling legal departments to generate accurate, timely data and to simplify and optimise processes.
I am excited by the possibility for LegalTech tools, such as document automation and contract management systems to streamline repetitive tasks and allow legal teams to focus on more complex and strategic work. The ability of data analytics to identify patterns and trends, for example in the area of compliance, will also enable us to more proactively manage risks.
4. What trends do you expect to see in the legal services industry in the next 5 years?
Like most industries, the rapid evolution of technology will bring about big changes in the legal services industry enabling firms and in-house legal departments to leverage technology to improve efficiency. At the same time, the use of new technologies will generate legal work, for example I expect an increase in litigation and there will be the ongoing considerations around the ethical implications of using AI and other technologies in legal practice.
I also expect and hope to see the continued trend of a more diverse legal workforce that increasingly focuses on purpose and personal meaning in their work. In the Baker Hughes legal team, we spend time identifying shared goals and aspirations and we work together to make those happen – that sense of collaboration is good for business and, most importantly, it also contributes to a sense of wellbeing and inclusiveness.
5. Where do you see NewLaw/ALSP fitting in the matrix of your legal department?
NewLaw/ALSP can offer legal departments the flexibility to call on resources and experts in niche areas of law as they are needed, in a time when there are great ebbs and flows in activity, and in a cost effective manner. I expect to see continued collaboration with these providers as they become increasingly agile, purpose-driven, data-backed and customer-centric.
6. Your favourite tune? And why?
I am going to choose two very different tunes and for different reasons. The first is “Landslide” by Fleetwood Mac because it talks about confronting and embracing the uncertainties of life and adapting to change. The second is Taylor Swift’s “Shake it Off” – such a positive anthem about resilience and self- acceptance. And great to dance around the house to!
KorumLegal is a boutique legal consultancy committed to providing value innovation in legal service delivery. The legal services industry is continuing to change with ‘NewLaw’ – and clients are seeking more innovative and cost-effective solutions without compromise on experience and quality
