Keynotes and Speakers for ITx 2018
Tom Maasland is a Partner in the Technology, Media and Telecommunications (TMT) practice at MinterEllisonRuddWatts – a practice which has been recognised by international legal directory, Asia Pacific Legal500, as Tier 1 for TMT in New Zealand.
Tom advises on the full gambit of technology law issues – from advising clients on major technology transformation programs and large scale technology procurement, through outsourcing and managed services and “as a service” arrangements, to the more run of the mill software licensing and support agreements. Tom also advises on emerging technology areas such as cybersecurity, artificial intelligence, blockchain and smart contract related advice.
To compliment his “black-letter” law expertise developed in private practice in NZ and the UK, Tom is able to draw on deep commercial acumen following significant in-house experience at Spark NZ (where he was Assistant General Counsel) and at Telefonica O2 in the UK and Ireland.
Tom has been ranked by Chambers & Partners as a leading TMT lawyer since 2013 where sources say “He is a very good communicator, able to articulate what can be a complex concept in a way that is easily understood by various parties.” The Asia Pacific Legal 500 ranks him a leading individual in TMT, where sources describe Tom as “very client-focused, passionate and proactive.”
Tom will discuss how the legal function can contribute to successful outcomes in technology transformation projects. This is based on lessons learned from a number of transactions he and his team have been involved in, in recent times. The topic areas covered will be as follows:
• Who should make up the deal team and what are their roles? How should stakeholders and subject matter experts be engaged?
• How should the deal team work together and how should they work with the other side?
• What internal preparation should the customer side take and what internal preparation should the supplier side take? And how important is this stage to the success of the deal? Will a waterfall or agile approach to the project make a difference to this?
• What should the supplier selection process comprise and how should the contract be negotiated? What is the value of a competitive process?
• What are some of the traps to watch out for from the customer perspective? What are some techniques for managing project risk? What are some of the other key matters to focus attention on?
• What governance should be in place during the deal phase and during the operating phase?