____________________________________________________________ Jodi
Kalagher- Philip Morris International closer collaboration with the business and thinking about how decisions are made before issues arise,” she notes.
Collaboration and getting involved at an earlier stage changed how the litigation team prepared for future disputes. The team began offering input while decisions were being formed, rather than just reacting to disputes once they arose.“ Being involved early means you understand why decisions were made, which makes managing litigation later far more effective,” Jodi explains.
For Jodi, the shift made her work more connected and grounded. Understanding why decisions were made helped her manage disputes when they came up.“ You’ re not just handling allegations about the past. You’ re working with the business on how to move forward in a way that manages risk and supports their objectives,” she adds.
I encourage younger lawyers to challenge themselves and step outside
their comfort zones
Working across jurisdictions
Managing litigation across multiple legal systems brings complexity you can’ t address from one place. Jodi follows a model based on working with local market counsel and external advisors.“ We rely heavily on our market counsel. They understand local laws, regulations, and enforcement practices. That internal expertise is critical when you’ re dealing with litigation across different jurisdictions,” she explains.
Market teams provide context beyond written law, including how rules are enforced. When matters escalate, Jodi’ s group works with those teams to assess risk and strategy.“ We work closely with external counsel in those markets, and we share learnings internally, so teams can benefit from each other’ s experience,” she mentions. Sharing insights across markets helps prevent issues from repeating elsewhere. In a regulated global environment, such exchanges offer a practical tool for managing risk.
Connected teams
The litigation group covers several regions, so we make a point to coordinate.“ We have regular meetings and focus on sharing insights that might be relevant to others, not just updates on individual matters,” she shares. Staffing is flexible, with lawyers teaming up across specialties, rather than only based on geography.“ That balance between structure and adaptability keeps the group aligned and lets them respond quickly to new issues,” she explains.
Mentorship and meaning
As a senior legal leader, Jodi brings a practical mindset to mentoring, just like she does in her work.“ I encourage younger lawyers to challenge themselves and step outside their comfort zones, while building strong relationships with colleagues.” To ensure her advice resonates, Jodi points out,“ Understanding what motivates your business partners is essential if you want your advice to be relevant and effective.”
Her view of success reflects her perspective which has not changed over time. For Jodi, success means feeling engaged, purposeful, and making a real contribution; not chasing titles or hierarchy.“ My definition of success hasn’ t changed much. It comes down to whether I enjoy the work, feel valued, and believe I’ m contributing in a meaningful way. If I feel like I’ m helping the company achieve its objectives and doing work I am good at, that is success for me,” she concludes.
Jodi’ s path reveals how legal work evolves when it’ s rooted in the connection between disciplines, geographies, and people. Complex litigation can cross borders, but for her, collaboration matters most. She aligns legal judgment with business purpose and anticipates risks before they surface to ensure every decision stands up to scrutiny. ■
modern-counsel. com 41