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CCCA_V3No3_Women-FIN.qxd:CCCA_V1No1_DriversSeat-FIN.qxd 9/16/09 9:51 PM Page 22 Cover And the challenges didn’t end there. “It just seemed that no sooner than I got [to Scotiabank] that there were all the various issues on bank mergers.And shortly after that,more and more came in where we had to revamp all our processes for disclosure and risk control.So the whole world sort of turned upside-down within a period of a year of my arriving here,” she says. Getting the top in-house job anywhere takes more than hard work and technical expertise: talk to lawyers who have made the leap and it quickly becomes apparent that a finely honed ability to rise to any challenge is instrumental to their success. Alexander, and CIBC (Canada) General Counsel Jennifer Warren, who are fea- tured on the cover, are part of a small but growing club: 36 per cent of general counsel at the executive level are now women.The story of their journey to the top offers important lessons, not only for women in the profession, but for anyone who aspires to join the top ranks. Hard work and long hours are a given. But these two top professionals also demonstrate a willingness to take risks and change direction; have an ability to identify opportunities for growth and act on them; and feel a genuine passion for what they do.And they don’t rest on their laurels once they get in the door. Changing course In 2005,Warren left a demanding job as vice-president and assistant general coun- sel with Rogers Communications Inc.After a brief return to private practice (she was a partner at Torys LLP), she went on to assume the role of senior vice-presi- dent and general counsel of CIBC (Canada). On the surface, it was a matter of being in the right place at the right time. In reality, opportunity was meeting a solid foundation of business and legal experi- ence — and considerable self-knowledge. A friend who had moved into a human resources position at CIBC contacted her about a position. She initially demurred, saying she had something else in mind, but went for an interview and kept getting called back. By that point, she was very interested. “I think the lure of a complex head office job is something that you cannot underestimate,” she says.“Canada is a small country; there are only so many out- standing opportunities, and I thought this was an outstanding opportunity.And I thought:‘Who am I to turn my back on that?’ I was very confident, based on the experience I had, that I could scale up and make a contribution pretty quickly.” “What really matters Laying the groundwork to me is influence. She had started her career in business law, at Blake Cassels & Graydon LLP first in Calgary, then in Toronto, after graduating from University of Toronto in 1989. And that, to me, is Working with some “very impressive” corporate counsel on the other side of deals how you approach sparked her interest in moving in-house. But she concluded that only the right opportunity — a dynamic head office position — could persuade her to leave the a problem, and your firm and give her the option of eventually returning to Bay Street. In 1996,she was approached by a former Blakes colleague to consider an opportu- reputation.” nity with the law department at Rogers,working with the parent on transactions and acting as senior counsel to the operating company.It fit the bill. Deborah Alexander “When [Blakes] asked me why I was leaving, I remember saying to the man- aging partner,‘I want to be a good business adviser, but I have to tell you, I’m not sure I know [that much] about business.And I really feel I have to go off in 22