The two agricultural commodities, which are fetching higher export prices, are on the rebound owing to the potential they give to Zimbabwean farmers and companies to earn foreign currency in a country battling a financial squeeze.Most farmers have been taking up tobacco, but this year’s crop has been fetching lower prices. In the Eastern Highlands region near the border with Mozambique, coffee and tea growing is becoming profitable once again.
Tea growing companies in Zimbabwe include Tanganda Tea Company, run by ZSE-listed Meikles, while horticultural concern, Ariston Holdings is also another tea growing company in addition to a handful of co-operatives of local farmers. “Tea production for the six-month period to March 31 improved by 6percent to 1851 tons,” said Paul Spear, the chief executive of Ariston Holdings.
The company said export prices were strong and favourable for its operations. Any company or business operation that generates forex in Zimbabwe is considered better off at a time the local currency has continued to sag down. For Ariston, export sales volumes for tea during the review period strengthened by as much as 18percent, giving the company a much needed financial boost. Prices were also massively stronger too. “Average export prices improved by 13 percent,” said Spear.
Coffee is another crop that is starting to recover in the Eastern Highlands area. Farmers in the area have also received a fresh lease of life after Nespresso launched a coffee product from Zimbabwe last month, putting the country’s prospects and advantages back on the global coffee market.
“For farmers in Zimbabwe’s Eastern Highlands, coffee represents a ticket out of poverty – and farmers are paid in valuable US dollars, which go a long way in transforming the lives of smallholder producers,” said Technoserve, an organisation supporting coffee farmers in Zimbabwe through capacitation.
But the Chimanimani and Chipinge areas, where the crops are grown the most, were recently ravaged by Cyclone Idai and farm and irrigation equipment was destroyed. This has not been a deterrent with Ariston, which is also listed on the ZSE currently processing a $1.5million (R22.15m) insurance claim cover for the tea growing infrastructure that was destroyed.
Zimbabwe has a long history of coffee production and was once one of the producers of Africa’s most sought after coffee varieties. Coffee production from Zimbabwe peaked in the late 1980s, but dropped significantly in the early 2000s because of economic hardship and climate shocks as well as land grabs in 2000.
What appears to be plain porridge quickly takes on a new twist outside the home of Syndon Samakute on a hill looking over the lush Honde Valley in eastern Zimbabwe’s Manicaland province.
It starts out as regular corn meal, but Samakute mixes in a raw egg for protein. Then he adds a bit of butternut squash, and two small scoops of peanut butter.
“It’s easy to cook and very nutritious,” he says. The result is tasty. The peanut butter and squash combine with the porridge for a sweet, buttery flavor.
Samakute took up cooking when his wife, Loice Chideye, invited him to a workshop on nutrition organized by a consortium of groups Oxfam is involved with called INSPIRE. Through the consortium, Oxfam is working in communities to promote gender equality and women’s economic empowerment. Oxfam has a long tradition of tackling gender issues in Zimbabwe, from legal reforms to challenging harmful cultural practices.
The workshop is part of a program, run by the UN and funded by the British government, designed in part to improve food production and reduce persistent malnutrition among children in Manicaland. Samakute was the only husband in the area man enough to attend the all-women training.
INSPIRE encourages couples to re-examine the gender roles they play in their families through an initiative called Gender Action Learning, or GAL. Cooking is now one of the household duties Samakute and his wife share, which is rare in rural Zimbabwe, where patriarchal attitudes run deep.
Samakute and Chideye demonstrate how to make maize porridge fortified with protein from an egg and peanut butter. They say their children are healthier since they diversified their diet. Photo: Brett Eloff/Oxfam
“[Men] consider themselves the head of the household, and they don’t cook,” says Samakute. “I see men fighting new ideas, but their attitudes only lead us to underdevelopment. Men need to work with their wives.”
“We have lost these old views,” he adds firmly. “And we’re happy. Our children are healthy.”
Transforming families
The GAL program stretches across Zimbabwe and has reached 25,000 farmers. One of them is Cremio Kausiyo. When he first heard about GAL, he was suspicious.
“We thought they wanted to come and change some of our behavior, and what we are as men in our culture,” he says, standing next to his wife, Deliwe Kakumura, on a windy, gray morning outside their home in northern Zimbabwe where they grown tobacco and corn.
But he also saw an opportunity: If men and women can have the same goals, and trust each other, they are likely to have fewer conflicts. He took the plunge and signed up for the training. It opened his eyes.
“I sat down with her [Kakumura] and discussed what we had learned together,” says Kausiyo. “That was the first time I understood what my wife wanted and the things she did not want. And she understood what I wanted and did not want.”
They made a plan for the year, which they drew in a notebook: They achieved their objective to acquire another cow, and a cart. The plan for 2017 is to enlarge their small home.
Kakumura says her husband has changed. Before, she says, “he kept his money in his pocket,” never trusting her with any. Now that they have shared dreams, “I am the one who does the budget and plans what the household needs,” she says. “Even when we sell our agricultural products, I am the one who goes to the market and he is the one who can stay here and take care of the family.”
Cremio Kausiyo and his wife Deliwe Kakumura carry water from the village well to their home. They both agree that rethinking gender roles in their relationship has made them happier and more financially secure. Photo: Brett Eloff/Oxfam
Can culture change?
In many households in Africa, the father is powerful. He typically makes all the decisions, and expresses little emotion. All responsibility for the welfare of the family rests with him alone. For many fathers, it’s a lonely and stressful life.
For Kausiyo and Kakumura, things are different now. On this morning, after Kausiyo has swept the yard, they both grab blue buckets and set off for the village well. Kausiyo pumps the water while Kakumura fills the buckets. Then they each hoist one on their heads and turn for home.
“It’s a rare thing in my community for a man to do these things,” says Kakumura.
Can men like Samakute and Kausiyo actually change African male culture? Kausiyo says, “About three-quarters of the men in this community have gone through GAL training,” but not all are applying it at home. “The households that are working together are progressing more than the households that are not working together. That is attracting a lot of members of the community.”
Learning that Trian Partners has taken a large stake in one’s company is not usually a happy moment for a company’s executives or directors. Trian chief Nelson Peltz does not make it a habit of investing in businesses that he thinks are well run, and he is neither shy of opinions about things nor voicing them, loudly and repeatedly, until he gets his way.
Well, the executives and directors of something called Ferguson Plc have now had that moment, following on another rather unpleasant moment for them.
Activist fund Trian Fund Management LP said it has built up a 6% stake in Ferguson Plc, disclosing the investment days after the British plumbing products company reported disappointing results and slowing growth in its biggest market….
“Trian…looks forward to working with them to explore and implement initiatives that it believes can create long-term shareholder value,” the fund’s Trian Investors 1 Ltd unit said in a statement.
Here’s the thing, though: There’s no obvious fatberg clogging up the pipes at Ferguson that can be neatly blown apart by Peltz’s usual arsenal. In fact, Ferguson’s already done most of what your average hedge fund activist might want.
Management has already gotten rid of less attractive bits of the business: Ferguson spent the last decade selling off noncore assets in countries like France where its returns and market share were low. It is growing nicely in its main U.S. market and total shareholder returns have been impressive over the last decade—Ferguson’s 20% annual average is double what the wider U.K. index manages.
This, of course, leaves only wild speculation about what “initiatives” Peltz may wish to discuss with Ferguson CEO John Martin. A bit of economic imperialism, for instance, to both bring Ferguson closer to the people it actually sells stuff to and distance itself from the future impoverished hell-state that will be the post-Brexit United Kingdom, with maybe little boost in multiples.
One theory is that the fund will push the board to move Ferguson’s listing out of London. A statement describing it as “an attractive business that trades at a discount to comparable U.S. peers” seems to point in that direction. And it does make sense given the plumbing company now makes over 90% of its revenue in the U.S. and reports in dollars…. Before today’s bounce, it changed hands for 13 times projected earnings. More residential-focused companies Lowe’s and Home Depot command 16 and 19 times respectively. Watsco, an industrial supply business, fetches 24 times. It is possible that Ferguson’s misleading association with the U.K. and its chaotic withdrawal from the European Union has given its stock an unwarranted discount that would disappear if it moved.
While the FCC has indicated it’s more than eager to approve T-Mobile’s $25 billion merger with Sprint (despite an endless list of red flags), other regulators have proven to be a harder sell. The DOJ, for example, seems a bit sheepish on signing off on a deal that will reduce already semi-tepid US wireless competition by 25%. They’re correct to worry: US telecom is awash with examples of how such consolidation tends to devastate employment, and results in significantly higher rates for consumers and businesses alike.
Granted with the DOJ now run by former Verizon attorney Bill Barr, it’s still very possible the DOJ approves the deal anyway. But even then, the deal is going to have to get past a new coalition of 10 state attorneys general, who say they’ve joined forces and will file a lawsuit to block the deal whether the DOJ approves it or not. New York Attorney General Letitia James and California Attorney General Xavier Becerra were fairly blunt in a statement announcing the move:
“When it comes to corporate power, bigger isn’t always better,” said Attorney General Letitia James. “The T-Mobile and Sprint merger would not only cause irreparable harm to mobile subscribers nationwide by cutting access to affordable, reliable wireless service for millions of Americans, but would particularly affect lower-income and minority communities here in New York and in urban areas across the country. That’s why we are going to court to stop this merger and protect our consumers, because this is exactly the sort of consumer-harming, job-killing megamerger our antitrust laws were designed to prevent.”
While everybody is certainly welcome to their own opinions when it comes to tech policy, there’s really not much of a debate when it comes to the impact mindless M&As have had on the telecom sector.
Comcast (and it’s comically terrible customer service) was born from the mindless sector obsession with growth for growth’s sake. This consolidation, especially in wired broadband, has left us with a clearly unhealthy sector with little real competition, resulting in some of the highest prices and slowest speeds in the developed world. There’s not a single telecom metric the US isn’t mediocre in, and it’s a direct reflection of two things: regulatory capture and mindless merger mania. That’s now being extended to wireless, where the reduction of overall competitors from four to three will dramatically reduce any incentive to, you know, actually try.
It’s also pretty clear that when government tries to “fix” these anti-competitive unions via condition, it rarely works out well. The conditions imposed in these deals are often flimsy and proposed by the companies themselves (usually because they know they don’t actually do much). Even then, companies are routinely free to ignore conditions without meaningful penalty, and many bipartisan incarnations of the FCC have simply refused to enforce them anyway. Pre-merger promises (and there’s plenty attached to the T-Mobile deal) aren’t worth the paper they’re printed on, yet US policymakers adore pretending otherwise.
With former Verizon lawyers running both the FCC and DOJ, the chance that this administration imposes and then enforces tough deal conditions is slim to none. That leaves the more simple option: blocking the deal entirely. Some variant of this deal has been blocked twice already (AT&T’s attempted T-Mobile acquisition in 2011, and Sprint’s attempted merger in 2014), and for obvious reasons. Still, T-Mobile and Sprint executives are hoping that the Trump administration opens the door wide to approval anyway, leaving it (yet again) up to state AGs to actually protect the market and consumers in the face of federal apathy.
Janet Jackson and Justin Timberlake (Photo by KMazur/WireImage)
What Biglaw firm (successfully) represented CBS in its efforts to overturn Federal Communications Commission fines over the Janet Jackson’s 2004 Super Bowl wardrobe malfunction?
Hint: The firm was founded in 1944 and has eight offices worldwide.
Zimbabwe has an elephant population of around 84,000 which is nearly double what it can cope with, according to the officials. (AFP/MARTIN BUREAU)
HARARE: Zimbabwe has demanded the right to sell its stockpile of ivory to raise money for conservation, wildlife authorities said on Tuesday (Jun 11), joining other southern African nations in calling for the global ban on the trade in tusks to be relaxed.
Wildlife authorities in the cash-strapped nation estimate the country’s decades-old hoard of ivory is worth around US$300 million, which they say would help plug funding gaps for game reserves.
The proposal has put it on a collision course with the Convention on International Trade in Endangered Species (CITES), which prohibits the sale of ivory to curb poaching.
Zimbabwe, Botswana, Namibia, Zambia have cited the growing number of elephants in some regions in their bid to have the restrictions relaxed.
Spokesman for Zimbabwe’s wildlife authority Tinashe Farawo told AFP that the nations had submitted a joint proposal to CITES and warned: “If we are not allowed to trade we will not take part in CITES discussions on elephants.”
“Our decision to sell ivory is not an emotional one. It is a scientific one backed by facts. At independence in 1980 we had 40,000 elephants and the number has more than doubled and yet the land is not expanding,” Farawo said.
Zimbabwe has an elephant population of around 84,000 which is nearly double what it can cope with, according to the parks and wildlife authority.
But over the past decade, the population of elephants across Africa has fallen by about 111,000 to 415,000, largely due to poaching for ivory, according to the International Union for Conservation of Nature (IUCN).
In May Zimbabwe sold 100 elephants to China and Dubai in an effort to raise cash. The deal was worth US$2.7 million over six years according to wildlife authorities.
Farawo called on critics of the ivory sale proposal to “give us money to run our operations,” instead of lambasting it.
Wildlife authorities said if approved, it would help them fund operations, buy radios and vehicles for patrols to curb poaching.
“CITES was meant to regulate trade in endangered species but if there is no trade then CITES is not serving its purpose,” Farawo said.
Last month Botswana, which has the largest elephant population in Africa, sparked controversy by lifting its five-year ban on elephant hunting citing “high levels of human-elephant conflict”.
“In the end, what matters most is that the model start her career off when she is physically and mentally best suited for success.”
Models at Saint Laurent’s Fall 2018 show. Photo: Imaxtree
In March, luxury conglomerate Kering announced that, starting with the Fall 2020 season, its brands, which include Gucci, Saint Laurent and Balenciaga, would no longer employ models under the age of 18.
“As a global luxury group, we are conscious of the influence exerted on younger generations, in particular by the images produced by our houses,” Kering’s chairman and CEO François-Henri Pinault said in a statement. “We believe that we have a responsibility to put forward the best possible practices in the luxury sector and we hope to create a movement that will encourage others to follow suit.”
The move saw Kering join Condé Nast and the CFDA, who initiated similar policies, though the latter’s was less concrete; in an August 2018 letter to designers, the organization said it was “encourag[ing]” designers “to consider only working with models aged 18 and over,” though it didn’t prohibit them. Still, the announcement, like Condé Nast’s and Kering’s, was met almost exclusively with applause — together they signified an evolving effort by the industry to protect the young women it preys upon.
But fashion has a long history of employing underage models: Kate Moss and Naomi Campbell were discovered at 14 and 15, respectively; Kendall Jenner, Gigi and Bella Hadid and Kaia Gerber all made their modeling debuts well before they were 18. Could an industry that’s spent decades capitalizing on underage models in terms of both exposure and revenue — a Grazia Australia article suggests Gerber will be more successful than mom Cindy Crawford, thanks in part to her starting her career at such a young age — be ripe for change?
As some of the world’s largest and most influential players refuse to hire models under the age of 18, top modeling agencies are being forced to reevaluate how they operate. Building a model’s brand and portfolio doesn’t just require landing major jobs — it starts with scouting and requires a customized and comprehensive development process, two practices that agencies may be forced to reconsider.
Kaia Gerber making her runway debut at 16 the Spring 2018 Calvin Klein show. Photo: Imaxtree
“When the CFDA, Kering and Condé Nast get behind an initiative, it trickles down to those who scout the models, which means the models now being offered to us are, with rare exceptions, already 18 or older,” says Kevin Fitzpatrick, executive director of Silent Models. “The mother agents — the ones who originally find models at, for instance, the local shopping mall — know to encourage the girls to stay in school longer. Conversations with parents are now more about ‘hey, let’s have your son or daughter finish up high school, get their diploma and then we can send them abroad.'”
While the traditional development process typically involves “learning how to take pictures, learning how to work with photographers and learning how to show up on time,” according to Wilhelmina‘s CEO Bill Wackermann, he notes that, now more than ever, it also includes having an open dialogue and a strong relationship with the model’s parents.
“Under the age of 18, you’re still developing as an individual and a young adult,” Waackermann tells Fashionista. “We work very closely with mother agents, but also the parents themselves. This is a business. It’s great for the Kaia Gerbers of the world who have unlimited funding for that type of lifestyle, but most models don’t. Do you want your 16-year-old living in an apartment in New York City or Paris with other young people? Those are the decisions we really have to think through with the parents, and that’s why we really advocate for staying home and coming to us when you’re 18, when you’re ready to make this a career.”
Though Wilhelmina will sign girls ages 15 or 16, Wackermann says the company sits down with parents to discuss whether the timing is really right for their child. “Modeling is a job,” he says, “and unless they are so adamant about working immediately, we tell them to stay in school, to come here in the summer and we’ll take test photos and work on development then. We’ve always believed that when someone turns 18 they are in a much better place to understand the responsibilities of the job and the level of professionalism that’s expected from them.”
While these discussions aren’t necessarily new, they have certainly become more prevalent (Wackermann says it’s because “New York has really limited the models walking to over 18”). And though most agencies admit the development process hasn’t been greatly impacted by these policies, it has, in many instances, been prolonged. (It’s not surprising, considering Chris Gay, co-CEO of Elite World, which owns Elite, The Society, Women, Supreme and Women 360, told Business of Fashion last month: “The longer we can delay [a model’s entry into the full runway circuit], we found it creates a healthier environment and long-term career.”)
Fitzpatrick says that “while the basics [of the development process] remain the same — start the model off with a few clean, simple test shoots, teach her how to walk the runway, book her an ‘exclusive’ for Fashion Week, follow that up with some cool editorials and top it off by booking her for the seasonal campaign of a major brand” — other parts are becoming more robust. It’s not just to protect the models, which is, of course, of utmost concern, but to ensure that they are mentally prepared to begin working in the first place, which is one of the primary focuses of Kering’s policy. As Marie-Claire Daveu, the company’s chief sustainability officer and head of international institutional affairs, said in a statement: “In our view, the physiological and psychological maturity of models aged over 18 seems more appropriate to the rhythm and demands that are involved in this profession.”
And Fitzpatrick agrees. “In reality, most young Americans start their first job in their late teens or early twenties, certainly after completing high school,” he says. “By that standard, models starting their careers at age 18 or soon after puts them more or less in line with their peers in other industries. We think models should, at a minimum, complete high school before starting their modeling career.”
While IMG, which represents both Hadids, still signs models under the age of 18, they have also put a heavy focus on “training and selective exposure to set the stage for a long-lasting career,” says David Cunningham, the company’s senior vice president. “Younger models are integrated into our development board, which offers training programs like IMG Model Prep [which includes education on physical and mental health, casting, photography, business, and more], as well as opportunities to gain practical experience in age-appropriate settings.” Cunningham notes that a strong development program helps “prepare talent for full-time careers in modeling” and allows them to “enter the industry with the confidence and professional know-how that ensures their long-term success.”
Elite World, too, is still working with under-18 models; Gay tells Fashionista that “historically, models have always been scouted at different ages, and both scouting and development have always been highly individualized processes. Still, he notes that “the new 18+ guidelines, which our company advocates for, have been encouraging, because it removes the pressure of models having to choose between their education and career.” He adds: “It allows them to experience this business and develop their craft, without the pressure of embarking on a full global show circuit.”
Models backstage at Givenchy’s Fall 2019 show. Photo: Imaxtree
That pressure of the global show circuit, however, still exists. While New York has the Child Model Act, which requires companies to follow specific guidelines in order to employ models under 18, in Europe, “there’s more fluidity; girls are still walking [runways] at 16,” Wackermann says. Plus, luxury conglomerate LVMH, which owns Louis Vuitton, Celine and Givenchy, among others, told Fortune last month that they “firmly disagree” with Kering’s policy — a move that continues to promote a certain fantasy to young girls while ignoring the realities of both traveling and working abroad.
“For many models, having to travel to foreign countries, being away from the comforts of home and lacking the daily guidance and support of their family, can be very emotionally taxing,” says Fitzpatrick. “The temptations of city life in New York, Paris and London can overwhelm just about anyone — particularly someone under the age of 18. That’s another reason why we support these rules.”
As a result, agencies like Ford, DNA and The Society have committed to no longer submitting models under 18 to brands for runway shows. Fitzpatrick, however, says Silent is taking a stand by not signing any models underage, period.
“Our rule is to only sign models that have reached the age of 18,” he says, noting if a model is slightly younger they are “happy to meet and track her progress and work alongside her parents until they are of age.” Only then will the agency officially sign her.
“It takes real leadership for these things to take place,” he says. “In the end, what matters most is that the model start her career off when she is physically and mentally best suited for success, and we think that’s at age 18 or over.”
Many so-called trial lawyers and litigators spend much of their time alone, behind a desk. That time is essential, which is why at our firm, we heavily discourage use of social media and phones during the day because it’s so distracting. You need uninterrupted thinking time, a lot of it.
But that’s absolutely not all you need. You need to get experience in being an advocate. You have to fight. Experience can be hard to come by, especially for a young lawyer, but take it any chance you get it.
I was in court a short while ago where the court attorney was spending her morning resolving the discovery disputes before her. While waiting for their case to be called, co-counsel in an unrelated case were having trouble even getting their adversary to hear their arguments. But the co-counsel stayed tough, kept pushing their much more senior adversary, and the cantankerous adversary counsel yielded, if only a little bit.
However, the issue didn’t even get addressed by the court as another lawyer didn’t show, and the argument was adjourned. That can be frustrating. But this is the business — adjournments when you don’t want them.
More to my point, the two relatively junior co-counsel had the opportunity to fight. Their adversary may have been difficult as a person, but more importantly she was difficult as a lawyer. She wasn’t yielding easily. She pushed and pushed. That’s exactly the kind of adversary you want to have to teach you to be tough and to push yourself.
I don’t know the details of the discovery dispute and I might have groaned (as I’ve seen many a court attorney or magistrate judge or arbitrator do) given that all this lawyer time (and legal fees) were being devoted to such a dispute. It’s beyond the scope of this short piece how our discovery process is utterly broken and doesn’t advance justice as it should.
However, for younger lawyers it creates a great opportunity to train. Serve your client, yes, but take advantage of those disputes to learn how to fight. Don’t just complain about your adversary, beat her, and learn from her (those cantankerous types can be quite effective). Don’t lower yourself to the base means of a lawyer you don’t want to be. But do learn from that lawyer.
This is only one example of what may seem like an unpleasant or not fun situation that can teach you. For example, there is nothing for lawyer or any age like being yelled at, unfairly, by a judge that will teach you how to grow and be tough.
John Balestriere is an entrepreneurial trial lawyer who founded his firm after working as a prosecutor and litigator at a small firm. He is a partner at trial and investigations law firm Balestriere Fariello in New York, where he and his colleagues represent domestic and international clients in litigation, arbitration, appeals, and investigations. You can reach him by email at john.g.balestriere@balestrierefariello.com.
Ed. note: This is the latest installment in a series of posts from Mainspring Legal’s team of expert contributors. David Lat, founder and former managing editor of Above the Law, recently joined Lateral Link as a managing director in the New York office.
In my new role as a legal recruiter, I spend much of my time speaking with Biglaw associates and partners about their career goals and aspirations. And I have quickly come to this conclusion: everyone wants to go in-house. So I’m delighted to present a great in-house position to the Above the Law audience.
An emerging growth company in the specialty pharma/life sciences/biotech space has exclusively retained Lateral Link to conduct a search for a Deputy General Counsel, to be located in the company’s headquarters in northern New Jersey. Interested candidates should submit their résumés to me via email: dlat@laterallink.com, subject line “In-House Opportunity.”
Reporting to the General Counsel (“GC”), the Deputy General Counsel will work closely with the GC, Chief Compliance Officer, business clients, and outside counsel on a wide range of corporate matters, including public company securities filings, corporate governance, M&A, and commercial contracts. The Deputy General Counsel will also support the General Counsel on existing business development initiatives. This is the first Deputy General Counsel role at this company, and it provides a unique opportunity for a lawyer to engage in the company’s strategic and business development efforts.
Requirements:
J.D. with excellent academic credentials.
5+ years of experience with a major Am Law 200 law firm or corporate legal department.
Expertise in securities law, especially public company reporting requirements and SEC filings.
Experience with general corporate matters, including board resolutions and minutes and corporate authorization.
Experience drafting, reviewing, and negotiating a wide variety of commercial contracts (e.g., supply agreements, master services agreements, consulting agreements).
Desirable but not required: experience in the life-sciences industry, healthcare regulatory/compliance, M&A, litigation, intellectual property.
Willingness to roll up sleeves and be involved in all legal aspects of a growing company; candidate must be a self-starter and have an entrepreneurial spirit and cooperative attitude, sound and practical business judgment, intellectual creativity, and problem-solving skills. As a core member of the legal team, candidate should have the highest level of integrity and ethics.
Active membership in at least one state bar.
Compensation: Competitive base salary, bonus, stock options, ESPP plan, and benefits, commensurate with experience.
Travel: Minimal travel required.
Relos: Case by case (this search is national, although local candidates are preferred).
Bar: Active membership in at least one state bar.
Seniority Level: Senior director-level or VP-level position, commensurate with experience and ability.
If you satisfy the requirements listed above and would like to learn more about this job — or if you’d like to explore your career options more generally, including opportunities at other law firms — please submit your résumé to me via email: dlat@laterallink.com, subject line “In-House Opportunity.”
Thank you, and I look forward to hearing from you!
Lateral Link is one of the top-rated international legal recruiting firms. With over 14 offices world-wide, Lateral Link specializes in placing attorneys at the most prestigious law firms and companies in the world. Managed by former practicing attorneys from top law schools, Lateral Link has a tradition of hiring lawyers to execute the lateral leaps of practicing attorneys. Click ::here:: to find out more about us.
The two agricultural commodities, which are fetching higher export prices, are on the rebound owing to the potential they give to Zimbabwean farmers and companies to earn foreign currency in a country battling a financial squeeze.Most farmers have been taking up tobacco, but this year’s crop has been fetching lower prices. In the Eastern Highlands region near the border with Mozambique, coffee and tea growing is becoming profitable once again.
Cremio Kausiyo and his wife Deliwe Kakumura carry water from the village well to their home. They both agree that rethinking gender roles in their relationship has made them happier and more financially secure. Photo: Brett Eloff/Oxfam
