From the age of 10 I knew that I wanted to be a lawyer. The first lawyer I ever met was a close family friend. She had just qualified and spoke so passionately about the work she was doing, Being in and out of court sounded so exciting, the work was varied and fast paced and I knew this was something I wanted to be a part of. At that time the profession was heavily male dominated and having a strong female role model, and someone to aspire to was so important. I went on to do my research and did lots of work experience from the age of 16 in different firms, from local high street practices to larger national, commercial firms. Whilst I realised it wasn’t all glamorous – I was hooked! As I continued throughout my education, it became clearer that law fit my natural skillset and when I went on to do my LPC, it was the collaborative and problem-solving element of the work that interested me.
Graduating in the middle of a recession and after multiple training contract rejections, I thought this might not happen. Most firms were no longer taking on trainees and those lucky enough to have training contracts were being deferred – it felt like the odds were against me. I contemplated changing direction and doing an MBA but I was determined to see through my ultimate goal to qualify. I knew it was important to continue to build on my knowledge and expertise so I worked as a paralegal for a few years in the insurance sector and in commercial disputes. This experience was invaluable and really set the foundations for a future in law. I couldn’t believe my luck when after years of rejection, I landed two training contract offers.
After a few years as a corporate lawyer, I decided to go in-house because I wanted to integrate myself into the business. I would encourage any junior lawyer to take a seat in corporate law. It provided me with the fundamental skills needed to be a good lawyer and teaches you to be commercially minded. Dealing with mergers and acquisitions requires you to immerse yourself into a business – this is the element of the role I enjoyed the most but I was left wanting more. I wanted to continue to build these relationships, be part of the decision making and contribute to the end commercial goals, which led me to consider a role in-house.
With an in-house role, your responsibilities aren’t always clear cut, you’ve just got to roll up your sleeves and get stuck in. This has become one of the best bits about this role because it’s allowed me to get involved in so many different things. I’ve overseen everything from legal and treasury risk management, regulatory change projects to running the governance operations for the Society’s board of directors and board committees and implementing the first ESG strategy for the organisation. I’m grateful to have a very supportive team at the Society and we are all dedicated to helping the business deliver for its members. Being in-house has given me the opportunity to build my legal portfolio across a vast number of areas in a way that would not have been possible in private practice and it’s this element of the role that keeps me driven and striving for more.
ESG fits well with who we are as an organisation and there’s an opportunity here not to just comply with the new regulations but showcase that we are genuinely passionate about making a difference. The need for action on ESG matters by governments and corporations alike has never been higher. Developments within ESG create a unique opportunity for the financial services industry to play an impactful role. As a mutual, our deep ties with local communities amplify this opportunity to be thought leaders in this space. When crafting our ESG strategy, governance was key to ensuring sustainability was integrated into the overall business strategy. Aligning with globally recognised reporting standards like the UN Sustainable Development Goals can help organisations achieve transparency and in reporting and seek to mitigate the risks of greenwashing which is a key consideration for all.
We’ve set a precedent for others in the sector to be able to follow. This was the first time that a mutual organisation had sought B Corp accreditation and required careful navigation of some specific legal challenges which I handled including drafting revised Rules for the Society when there was no precedent for this and concluding discussions with the FCA, who oversight this area, to ensure their support for the change and created the collateral to provide the Society’s 2.5 million customers with the opportunity to vote on this change.
ESG is very much a journey that we are all finding our way through. Everyone is still learning from one another, and it is important that we continue to do so. Whilst it is challenging to keep up with the ever changing landscape, ESG is about more than compliance with regulation. It involves understanding what is important to your stakeholders, turning ESG risks into opportunities and driving the necessary change to your operations, working practices and behaviours to become a more sustainable business.
My team would describe me as determined, resilient and ambitious. I’d also like to think I’m quite relatable. At some point during my career I have done the job of every person in my team and I think it is important to remember that. We’re a small but very tight-knit team where good teamwork is crucial – that means everything from helping the chair navigate meetings to sorting the loud air conditioning during a Board meeting!!
Thriving where I feel part of something is the most rewarding aspect of my job. My role requires deep involvement in business activities, driven by my position and the nature of the organisation. I’ve contributed to strategic initiatives and enjoyed the people management aspect and building a cohesive team with a shared work ethic. If I left tomorrow, I’d take pride in having made a positive impact on the organisation.
Outside of law, my greatest inspiration is my grandmother. She came here from India, relying entirely on my granddad to support the household. When he passed away soon after they arrived, she was left with six children under 14 in a foreign country without knowing the language. Despite this, she raised six successful and grounded children. Her resilience and strength remind me that anything is possible and to always keep striving, no matter how tough things get.
If I wasn’t a lawyer, I would have done something in business. Perhaps something in change consultancy. I like a challenge, understanding where there’s an issue and working up solutions to a problem really interests me. I love project work, collaborating with others, and building relationships is where I do my best work.
My ultimate favourite film is Goodfellas. I probably know every line; I am a little bit of an Italian mobster movie buff. Do you think ‘As far back as I can remember I always wanted to be a… lawyer’ has the same ring to it?
At a glance – Gurdeep Boparai
Coventry Building Society – key facts
Size of team Five
External adviser Addleshaw Goddard
Legal spend Undisclosed