Valsofts general counsel, David Felicissimo, on handling complex mergers and acquisitions in-house
Summary
We’ve done some larger acquisitions than we have in the past, specifically in the US and in Germany.” ESG-related legal risk is on the rise, says KPMGs Conor Chell First Nations land entitlement claim statute-barred, but SCC finds treaty breach by Crown Five firms dominating M&A activity in Canada in recent years But it’s in closing these acquisitions that Felicissimo sets himself apart from other in-house teams. Our growth will probably continue primarily into North America, the UK, Australia, and Europe – however, we’re not close to any specific region.” In dealing with all these significant acquisitions across various countries and cultures, Felicissimo quickly reminds the legal team that there’s no one-size-fits-all approach and that each case must be dealt with individually. He tells Lexpert that this is an issue that many larger firms deal with – protecting employee well-being and fostering a positive culture around mental health. In [our] case, when you’re doing 25 deals, we’re obviously not having 25 events – but we tend to do it for more milestone events.” And, finally, the golden key to preserving a legal team’s mental health is communication. And so, you can really see early signs of if a person is stressed – everyone steps in and supports each other.” Valsoft started with an idea and vision and became one of the fastest-growing software consolidators in Canada – with offices across four continents and over 3,000 employees globally.