Javade Chaudhri has worldwide experience in helping private and public sector companies transact business and undertake projects in a range of industry sectors and geographies. He advises companies on domestic and international mergers and acquisitions and strategic alliances. He also assists companies with corporate governance, compliance, and internal investigations. He has handled complex international litigation and arbitration under the rules of many major arbitral institutions. Javade serves as the head of the Firm’s Africa Practice.
Javade rejoined the Firm in 2013 after serving for 10 years as the general counsel, chief compliance officer, and chief environmental officer for Sempra Energy, a Fortune 250 company with gas and electric utilities in the United States, Mexico, and South America as well as fossil-fuel and renewable energy power plants, natural gas, and LNG businesses and a worldwide commodities trading business. Prior to Sempra, Javade was the general counsel and corporate secretary of Gateway, a $10 billion global technology company, where he also managed contracts and compliance.
Javade has structured and negotiated infrastructure, manufacturing, technology, and other transactions in many parts of the world, especially Asia, the Middle East, and Africa. He counsels companies on anti-bribery and other compliance matters. He has conducted numerous FCPA and fraud investigations. He has advised governments, development agencies, and nongovernmental organizations on transactions and large programs. He serves on a number of nonprofit boards working on education, development, and the rule of law. Javade is a faculty member at many institutions in the United States and around the world.
Client service is the foundation goal of every law firm. Over the long term, the quality of client service offered by a firm determines its growth and success. Jones Day has grown from a small firm in Cleveland to a large global institution over more than a century, while many other firms initially better positioned in many ways have struggled or even failed. There must be an explanation for this success other than simply the skill of our lawyers, for we clearly do not have a monopoly on smart lawyers. We believe that the way we have applied our foundation values in Firm management and governance is an important reason for our success in satisfying client needs, and that success – in satisfying client needs – is the entire reason for the Firm’s growth over the years.
For almost a century, we have found it most effective to delegate to a single Managing Partner considerable authority to manage the institution. This includes strategic direction and expansion, internal business structure, and partner and associate compensation. The Managing Partner is not selected through elections or any similar process, but rather by his/her predecessor. Our view is that the outgoing Managing Partner is the person best placed to understand the skills and personality characteristics best suited to lead the Firm effectively at that time, and has no reason to allow anything but the future success of the Firm to influence that decision. The fact that Jones Day has had only seven Managing Partners in the last 100 years is strong evidence that this approach has in fact worked the way it was intended – to select the right person for the time. This continuity and stability has been an important element in Jones Day’s success over the years.
The Managing Partner serves at the pleasure of the partners, and is required to consult with various groups on a limited number of issues, but as a matter of tradition, good practice and respect for his/her colleagues, he or she will appropriately consult with a range of partners on any important matter. Nevertheless, in the end the Managing Partner is the final decision-maker on virtually every matter of significance for the Firm. This includes partner and associate compensation, annual budgets, conflict resolution, strategic direction and expansion, and internal structure.