From learning alongside mentors at Eversheds Sutherland to building an in-house career, Shane’s story is shaped by people, relationships and professional growth. He reflects on adapting from private practice, becoming a more pragmatic lawyer, and why good legal advice is as much about judgement and influence as technical expertise.
What are your fondest memories of your time at Eversheds Sutherland?
My fondest memories center around the people, especially Jerry Cohen. Jerry was a mentor to me, a real gentleman's lawyer, and simply one of the classiest people I have ever known. He loved being a lawyer, and I valued learning from someone who took such joy in the profession. He was known and respected by everyone, and I felt like I was being mentored by royalty. I would bring my son into the office on Saturdays when Jerry was there, and Jerry would always give my son candy, which is part of why my son loved him too. One of my big takeaways from Jerry was his “Road House” rule for handling controversy: “be nice until it's time to not be nice." He helped me to become a better lawyer.
What impact did the firm have on you as a lawyer?
I credit the firm with helping me find my first in-house role at The Home Depot and in some ways even helping me keep it. The Eversheds Sutherland Tax Team was very well regarded by The Home Depot tax team, which led to an invitation to present a CLE at The Home Depot headquarters. I was one of several attorneys who spoke that day, and although the path was long, everything fell into place from there. After joining The Home Depot, my former Eversheds Sutherland mentors, Matthew Gries and Jonathan Feldman, continued to support and mentor me as I learned how to do the in-house job. Matthew was instrumental in helping me support The Home Depot Foundation, and Jonathan helped me with state and local tax counselling. Their guidance extended beyond legal issues to professional development, life advice, and career decisions. They would probably say they were only doing their jobs, but it meant more than that to me. That is what has stayed with me—the firm’s people, the connectivity with each other, and how those connections come back around. I felt like it was a place where people cared about one another, and they continued to care about me even after I left.
How would you describe your transition from private practice to an in-house role?
The transition was easier because I came from Eversheds Sutherland's Tax Team, which was deeply team-focused and client-focused, and I joined an in-house team that was the same. The biggest practical adjustment was that my clients were no longer lawyers. Part of me wanted to explain every nuance of every legal issue, and I had to learn to be more pragmatic, communicate with greater brevity and avoid lawyer-speak. Another part of the transition was learning the business. Deeply knowing the business makes you a much better lawyer, but that takes a little time to achieve.
What advice would you give someone considering going in-house?
First, think carefully about what you are walking away from, because private practice can be a great career. If you go in-house, make sure you are joining a strong team. To me, that means three critical things: (1) a General Counsel who is deeply respected in the organization, (2) an immediate boss who is strong enough to support and advocate for you, and (3) a group of people you like and who like you back. You want a respected General Counsel because most of your job is done through influence, and your influence is often connected to the General Counsel's influence in the organization. On a personal note, you may have to go down in order to go up. A lower title or position can give you an opportunity to learn new skills and stretch yourself, if you embrace it. For me, taking a step down became an opportunity to become a better lawyer.
What do you value most from outside counsel?
First, I look for a trusted advisor who can be a sounding board and a counsellor. During my years working with Matthew Gries and Jonathan Feldman, they helped me think through how to present issues to different audiences, including audiences with their own unique biases and interests. Part of being a lawyer is not bulldozing through people but influencing and persuading. Outside counsel must give me the correct technical advice, but the best counsel does more than that. They help you understand your audience, properly frame issues, and approach both with wisdom, prudence, and good judgment.
What is something interesting that people may not know about you?
I sometimes read two, three or four books at a time, bouncing from one book to another. I read first thing in the morning or late at night, sometimes for only five minutes, but I love to read whenever I have free time. One book may capture me one night and another the next. My son and I are big snow skiers, and I love Georgia football. I lived in Athens for many years and earned both my MBA and law degree from the University of Georgia.