Meet Stéphanie Pinson, Head of Legal for the Americas and Canada at Axens. In this interview, she discusses her journey and experiences in the legal field, the challenges she faced as a young legal counsel in the US, the importance of building a strong team, and her insights on navigating the political landscape within an organisation. Stéphanie also shares valuable advice for young professionals on how to develop soft skills and succeed in their careers.

Interviewed by Irene Reyes Suero

What motivated you to move from France to the United States to pursue your education and career?

I think it's a personal taste that you develop as you grow up. I always wanted to come to the US for some reason. I grew up watching MTV music videos as a teenager, and the US seemed like a world of possibilities to me. At the same time, I was a law student, studying business law in France, and I knew it wouldn't be easy to move to the US because law is very specific to your jurisdiction.

So, I continued my studies and started working. Eventually, because I was with an international company, they offered me an assignment in the US, and I was very, very happy about it.

How has being licensed to practice law in both Texas and France influenced your approach to international contracts and disputes within the energy sector?

It's been a work in progress. I started working in the US and knew I needed a license here, so I decided to go back to school. I attended law school here, took the bar, and passed it in 2022, which was more than 10 years after my qualification in France. Things happen in the long run in your career. It was absolutely a must because here in Texas, it is a legal requirement to have a state license to practice law. So, it was not just a nice-to-have for me; it was mandatory.

Working for a French group in the US, having dual licenses is a tremendous plus because I understand both legal systems: civil law and common law. I wouldn't do it any other way.

The bar exam seemed unapproachable to me. I was competing with US students at their level, so I had to work even harder. But during the preparation, I just got on with it without overthinking. Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Can you describe a typical day in your role as Head of Legal for the Americas and Canada at Axens?

This is a new role for me. It's not even been a year since I was promoted to this role, which now includes managing a small legal team. My goal is to organise the work of the team in the most efficient way for the company and ensure the most enriching environment for the people I work with, so they can get a grasp on many different aspects.

We cover the commercial zones of Canada, USA, and all Central and Latin America. Our main role is to support the sales team in getting business, obtaining contracts, and generating revenue. We work with different businesses, so we need to understand them to support them legally in the best ways. Practices and risks differ across companies, so understanding the core business is extremely important when you work in-house as a legal counsel.

Unlike working in a law firm, where you always stay on the legal side and advise different clients, as an in-house legal counsel, you don't just advise—you also make decisions based on the company's governance. Personally, I feel more part of a team effort to grow the company. There are many conversations about markets, business improvements, and how legal can be part of that by simplifying processes and creating solutions. Legal is often seen as an impediment, but business must go on, so finding a balance between risk and business needs is crucial.

Even though I've been with this group for over 10 years, the changing business environment in the energy sector, especially the shift towards renewables and decarbonisation, keeps me engaged and on my toes. I'm never bored in my role, and I enjoy helping and mentoring younger lawyers, sharing the knowledge I've acquired over the past decade. I hope this helps them grow their knowledge and careers. Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

With extensive experience as corporate counsel in various energy sectors, what are some of the most significant legal challenges you’ve faced, and how have you successfully navigated them?

The first challenge I encountered was when I first came to the US as a young legal counsel. I had to work for an affiliate in the oil and gas industry that had never worked with a legal counsel. They were concerned that having a legal counsel might slow down their business. I was a solo counsel, reporting to the general counsel in France, and faced significant challenges as a young, female lawyer trying to gain the trust of experienced Texas businessmen.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain their trust. After two years, they offered me a permanent position, which validated my efforts.

Another challenge was returning from maternity leave and being promoted to Head of Legal. Organising a legal department, recruiting the right people, and building a team that best represented the legal department within the group were new challenges for me. Being in the group for so long gave me a clear understanding of what was needed, but it was still on a learning curve.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain trust.

In your current role as Head of Legal for the Americas & Canada at Axens, what have been some of the key initiatives or projects you have led on, and what impact have they had on the company's operations?

Being quite new in my role , I would say that I have really focused so far on building a team that will sustain us for the next few years. It's very important to have a team you can trust, because when you support other functions in the company, there are different forces at play, especially between legal and commercial. We all want to achieve the same goal—to get business done—but sometimes the commercial department may want to move forward quickly and overlook red flags, whereas legal needs to ensure due diligence.

It's crucial to have team members who understand these dynamics and possess soft skills, not just hard legal skills. Law school and passing the bar ensure the minimum requirements for the job, but what makes a difference is how one thinks, perceives company tendencies, and explains viewpoints to those who disagree. These skills help smooth the process when working with different perspectives.

I've focused on choosing a team that has these qualities and can continue to improve and grow them. This has been my biggest achievement so far.

As a member of the WIL Talent Pool Programme, what are your expectations and goals for this initiative? How do you envision your involvement contributing to the development of future legal talent?

I am extremely pleased to be part of this programme. I was amazed by all the incredible female leaders I met in London back in March. It was very inspiring. I love that it wasn't just legal; it was open to any type of profession, which was really enriching for me. Often, you only get to network within your own profession, so I really appreciated the diversity.

Having the opportunity to exchange with female executives and renowned leaders is extremely motivating. You just want to hear their experiences and ask questions. That's what I'm hoping to gain from this programme.

What I've learned so far is the importance of understanding who can be your ally within your organisation and how to navigate the political landscape. As a young manager, you don't often think about the politics of a group, identifying allies and those who might oppose you. This awareness has been eye-opening for me over the past six months.

I'm looking forward to continuing the small group discussions with mentors after the summer. These discussions help with very concrete issues you're facing in your career and sharing them with one or two other talents is incredibly helpful. This programme is truly amazing.

I hope that, in my small way, I can help any young attorney or young professional by giving advice on navigating expatriation or career challenges. I'd be happy to share my experiences and insights with anyone interested.

You mentioned before that hard skills are crucial and can be a differentiator in the selection process. While acquiring hard skills is relatively straightforward, what advice would you give to those entering the job market on how to develop soft skills?

Firstly, I would say, make decisions based on what you can control right now. I wanted to come to the US, but I also enjoyed studying law, so I focused on what I enjoyed. When you enjoy the process, doors open. Focus on the process, not just the results.

Secondly, be the person who gets things done. In internships or first jobs, bosses and managers want doers, not complainers. Show initiative, find resources, ask questions, and come prepared when seeking help. Even if you need extra help, demonstrate that you've done your homework and made an effort. This approach is valuable for both young and experienced professionals.

For soft skills, practice active listening. Listen to people, even if they seem antagonistic or defensive. Understand their needs before responding. When people feel heard, they calm down, creating space for mutual understanding. In negotiations or internal discussions, acknowledge others' concerns and propose solutions that balance their needs with yours.

Many people don't listen; they just think about their next response. This is counterproductive. By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

Video Edited by Tara Arnott