_________________________________________________________________________________ Victoria
Libin | GlobalLogic
Everyone says they want a seat at the table. The real question is:‘ What will you say when you get it?
of things. As the business doubled in size, legal teams learned alongside engineers.“ Back then, everyone said‘ data is the new oil,’ as it was the key component for training large language models and I was a firm believer,” she recalls.
Patterns repeated. Earlier disputes she encountered at Viacom about online videos, fair use, and platform liability foreshadowed fights over AI training data. That perspective shapes Victoria’ s choices today. Inside GlobalLogic, she encourages lawyers to use general AI tools from the company’ s approved stack and learn through use. At the same time, she avoids locking into niche legal tools while vendors evolve.“ I’ m excited. But I don’ t want us to spend six months reworking our processes for a tool that’ s outdated a year later. I’ d rather invest that time in teaching people to think and ask better questions. The tools will catch up,” she admits.
Alignment at scale
Adding complexity is aligning with the Hitachi Group. Victoria tracks how the parent company approaches risk and governance and adapts legal operations, accordingly, including reporting, controls, and shared values. This requires attention to geopolitical signals affecting supply chains, clients, and staffing. Victoria’ s role connects board conversation, executive planning, and daily delivery.
Victoria manages a legal team of about 45 lawyers who cover regions and specialties. Scaling the team involves more than headcount. Expectations around judgment, communication, and influence set the tone.“ Everyone says they want a seat at the table. The real question is:‘ What will you say when you get it?’” Victoria questions.
That focus on influence over formality runs through her leadership. Victoria pushes lawyers to frame advice in business terms and to speak with clarity. Team members are encouraged to practice influencing without authority and to move from issue spotting to options. For her, law serves decisions, not the other way around.
The path to this role was not linear. In her twenties, she pursued a PhD in art history at Harvard. The work involved advocacy within academic systems, but greater impact beckoned. She left the program and enrolled at UC Hastings( now UC Law San Francisco) with an eye toward a career in copyright. Graduation came as the dot-com era surged.
Early roles spanned employment law and in-house general practice. At Homestead Technology, Victoria served as the sole lawyer during its growth and sale to Intuit. Atom Entertainment came next, later acquired by Viacom. Seven years at Viacom brought experience with major litigation, acquisitions, and team building. Additional positions at WideOrbit, Accenture, Bright Machines, and Willow Innovations broadened her perspective. Each move added exposure to new industries, business models, and growth stages. At Willow Innovations, Victoria developed an offensive patent litigation strategy that attracted private equity interest. Bright Machines named her the first General Counsel and Secretary, where she built risk management frameworks from the ground up. modern-counsel. com 87