Funders Must Move Beyond Providing Capital and Add Value Through Collaboration
To close out IMN’s International Litigation Finance event, a panel discussed the ways in which corporates and institutional investors are using litigation finance. Moderated by Stefano Catelani, Founding Partner at Calimala Legal, the panelists included Andrew Leitch, Senior Associate at Bryan Cave Leighton Paisner LLP, Sonia Hadjadj, Chief Insights Officer of Crafty Counsel, Noah Wortman, Director-Global Collective Redress for Pogust Goodhead, Verity Jackson-Grant, Head of Marketing and Business Development at Simmons & Simmons and Steven Friel, CEO of Woodsford.
The panel began with Steven Friel challenging the oft-repeated claim that corporates use litigation finance to offset legal costs from their balance books, stating that in Woodsford’s experience, this is rare and not the primary motivations for corporates. Friel went further and argued that in regular commercial litigation there isn’t often a great incentive for corporates to seek third-party funding, saying that ‘more has been said about it than done’. Instead, Friel noted that the real value of litigation funding to these institutions tends to be in group litigation, where a funder like Woodsford can bring these opportunities to stakeholders’ attention, organize them and then manage the process moving forward. Verity Jackson-Grant agreed with Friel’s position and highlighted that it was refreshing to hear a funder challenge this mantra which is regularly repeated by other industry leaders. She pointed out that while corporates are not using litigation finance for every kind of case, there are occasions where ad hoc cases can represent cash flow issues or just unnecessary hassle for using legal spend, where a company will then take advantage of third-party funding. Instead, Jackson-Grant argued that litigation funding should be seen as a tool that can be used when it adds value. Noah Wortman emphasized that in his experience of working with institutional investors and particularly pension funds, the value of bringing in a third-party funder often stems from a desire to outsource the management of these cases externally. Not only does it offload administrative responsibilities and alleviate strain, but funders can actually add real value through their experience and insight from working on similar cases. Wortman also emphasized that in order to maximize value, funders must highlight that the relationship is collaborative and a partnership beyond just funding. Sonia Hadjadj brought the insightful perspective of in-house legal counsels, stating that for those in that role, every decision has to be reinforced by a business case, and in order to justify bringing in a funder, in-house counsels need the support to actually bring a viable business proposition to the CFO. Andrew Leitch put forward that this is an area where education and information still plays a key role in helping to overcome these obstacles, and that all leaders in the industry need to continue to provide that education wherever possible. Woodsford’s Friel also stated that funders need to be experts at removing obstacles in the litigation process, and offering more than just capital, arguing that if all a funder can provide is capital then ‘clients want us to be cheap, fast and quiet.’ Jackson-Grant added to this idea, suggesting that funders need to move away from the message of ‘funding is your solution’ and instead work collaboratively with lawyers and insurers to offer options to general counsels, and then let those counsels choose the solution that best fits their problem.