Pico & Kooker provides practical legal advice in structuring, designing, negotiating, interpreting, managing and executing complex and high-value business transactions. Jonathan is adept at navigating complex environments and has extensive expertise in advising clients on a variety of long- and medium-term cross-border and financial commitments, including participation in public tenders, PPPs, export sales agreements, and policy and regulatory formulation. Jonathan and his co-founder Eva Pico have represented and represented lenders, global corporations and other market participants in a variety of sectors, including financial services, infrastructure and transportation. As an external consultant, Pico & Kooker has established a strong and working relationship with its clients and works appropriately with its internal teams to improve consistency, processes and procedures. The firm takes a unique approach as a practical, business-focused external counsel who believes in proactively partnering with clients to achieve desired outcomes while managing and engaging key stakeholders. They listen to their customers to develop tailor-made solutions that best meet their needs while aligning with their objectives, visions and values. Representative transactions include advising the World Bank on project finance and portfolio options to address the costs and risks associated with renewable energy integration. Jonathan has also advised her as legal counsel and developed policies, regulations and templates for emerging market governments entering into public-private partnerships. In addition to his work at the World Bank, Jonathan has worked with some of the world`s largest consulting firms, financial institutions, and government organizations, including the United Nations, the governments of the United States, the United Kingdom, and some African countries. Throughout his career, he has worked with large multinational companies, acting both in-house and as external counsel on large cross-border transactions. He graduated from Georgetown University Law School and was admitted to the bars of New York, England and Wales and as a foreign lawyer in Germany. He has written several articles for professional journals and has been cited by several trade publications worldwide.
Jonathan is a native English speaker and has a good knowledge of German and a functional understanding of Spanish. Service level agreements between departments within an organization can offer a variety of benefits. These include improving communication between employees, increasing productivity by balancing employee needs with those of the organization, and improving employee morale through ongoing feedback that addresses concerns before they become problems. The SLA can be informal or legally binding, depending on the nature of the relationship between the supplier and the customer. The exact metrics vary for each agreement, but areas widely covered include: Both departments could set up an SLA where the marketing department commits to delivering at least 100 leads each month by a certain date. Part of the deal could include sending weekly reports to the sales department to ensure teams are meeting their monthly goals. There can also be unexpected benefits, such as promoting excellent relationships between IT and other departments in the company. For many employees, IT can seem like a world unto itself, while the department doesn`t feel appreciated or is a resource that can only be accessed when something goes wrong.
Service level agreements between IT and other departments can encourage a better understanding of roles and promote better collaboration that leads to better system performance. Keep in mind that the goal of establishing an internal SLA is to improve performance and communication, not to create additional stress levels or encourage competition between departments. They are a great way to create a great work environment where every employee feels valued and clearly understands their role in the company. The goal of an SLA remains to increase efficiency and productivity. This type of SLA describes what is expected of different parties when there is more than one end user or service provider. You can use it as a way to support customers or as part of an operational strategy. For example, your marketing and sales departments may also involve the customer service team as part of the SLA to build customer engagement into the agreement. This is the case when a company has an internal service level agreement between its marketing and sales departments. For example, the sales team might aim to generate $10,000 in revenue per month.
Atilla then joined a Colorado law firm practicing civil litigation, where the bulk of his practice consisted of construction defect lawsuits. Today, Atilla`s practice covers all corporate matters for clients in Colorado and the District of Columbia. The benefits of internal SLAs across departments include: Companies and managers who wish to implement cross-departmental SLAs are encouraged to take the following steps: Ken joined LegalMatch in January 2002. Since his arrival, Ken has worked with a wide range of talented lawyers, paralegals and law students to make LegalMatch`s law library a comprehensive source of legal information accessible to all. Prior to joining LegalMatch, Ken practiced law for four years in San Francisco, California, where he handled a wide range of cases in areas as diverse as family law (divorce, custody and support, restraining orders, paternity), real estate (real estate, landlord/tenant litigation for residential and commercial properties), criminal law (felonies, felonies, minors, traffic violations), assault (car accidents, medical malpractice, slips and falls), entertainment (registration contracts, copyright and trademark registration, licensing agreements), labor law (wage claims, discrimination, sexual harassment), commercial law and contracts (breach of contract, contract design) and San Francisco bankruptcy (Chapter 7 Bankruptcies personal).