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Welcome to Studying Law Around 
the World. 

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I'm Claudio Claus. 
In each episode, I talk with 

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lawyers, law students, and 
professors from different parts 

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of the world to talk about legal
education, careers, and what the

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profession looks like in real 
life. 

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We talk about the hard parts, 
the surprises, and the decisions

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that shaped their paths. 
Whether you're planning to study

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abroad, thinking about working 
in another legal system, or just

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curious about how law works 
around the world, this podcast 

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is for you. 
Today I'm hosting Ferrin Bogash.

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She's a construction and 
infrastructure lawyer, mediator,

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and the founder of Construct 
Legal Canada. 

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Before starting, her firm's 
parents spent more than a decade

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at Biglaw, where she became a 
partner and built a strong 

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litigation practice in 
construction law. 

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She later launched Construct 
Legal Canada with the goal of 

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rethinking how law firms. 
Operate with a. 

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Focus on client outcomes, team 
culture, and sustainable legal 

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practice. 
She is also active in mentoring 

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young lawyers and supporting 
better paths for women in the 

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profession. 
Thank you so much for being here

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today, Fan. 
Thank you so much for having me,

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I'm so excited about this. 
Thank you so much. 

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And you start off our podcast 
today. 

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I'd love for you to introduce 
yourself, your listeners and 

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tell us a little bit about your 
story, your career career and 

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about the work that you do 
nowadays. 

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So a little bit about me, I'll 
start at the beginning. 

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I'm from Alberta and I grew up 
there when Wayne Gretzky was, 

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you know, winning all the 
Stanley Cups in one of the 

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Oilers lived on my street. 
And I used to have to take notes

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in kindergarten from kids in my 
class and leave them in Charlie 

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Huddy, who was another Oilers 
mailbox for them to him to pass 

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to Wayne Gretzky. 
I don't know if the the notes 

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ever like made it all the way 
there, but that's kind of my 

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beginning, a little bit of a 
beginning story, but I ended up 

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in in Toronto. 
I have an economics degree. 

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I went to Dalhousie for law 
school. 

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I thought it was going to be 
corporate business lawyer, but 

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then all my hobbies in law were 
litigation and I didn't really 

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think about it. 
I was doing advocacy for 

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students who had been charged 
with academic misconduct. 

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I was mooting and suddenly all 
these litigation firms were 

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offering me jobs and I was like,
I guess I'm a litigator. 

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So I worked in a small 
litigation firm for a few years.

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Then I went to a bigger firm, 
which we'll talk about I'm sure,

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and then started my own firm. 
I have 3 kids. 

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I spend a lot of my time right 
now in hockey arenas. 

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It's almost spring, so I'm 
really looking forward to being 

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outside and not spending so much
time watching hockey, even 

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though I love them and I love 
what they do. 

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About what they do, construction
and infrastructure law, which I 

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never thought I would practice. 
I didn't even know it was a 

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thing when I started in law. 
And I just got a file. 

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I did one at the small firm and 
then when I went to the big 

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firm, I saw construction layer. 
I'm like, oh, I've done this 

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before, I can help. 
They're like, great, we'd love 

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people who know what we're 
doing, which I didn't. 

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And I started doing more and 
more construction work and less 

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and less general litigation 
work. 

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And then I became a construction
lawyer. 

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And it is a fantastic area to 
practice. 

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Like you look around wherever 
you are, everything has to be 

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built, a school, a highway and 
office space, your home. 

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And there's always a story about
it being built, how it was 

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built, why it was built. 
And we work on those projects 

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every single day. 
You can do like the tendering or

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procurement process, the 
contract, there's a problem. 

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If there's a change, we see how 
it all comes together. 

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And then you can walk by and 
like see something tangible and 

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be like, I worked on that. 
I didn't actually build it, but 

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I know how parts of it were 
built and I know what happened. 

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So it is a really fantastic and 
growing area of law. 

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Very, very interesting and 
useful. 

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I, I'd love to hear a little 
more about the area itself. 

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You know, can you walk us 
through a little bit of what the

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date should date practice could 
look like in construction and 

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infrastructure law? 
And for someone who's not very 

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familiar with the field, you, 
you did mention that there's a 

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lot of litigation involved. 
But I'm, I'm curious, is it, is 

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it always mainly litigation? 
Is it mainly solicitor work, a 

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mix of both? 
What does that look like? 

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That's a great question. 
So there are construction 

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lawyers who only do solicitor 
work and there are some lawyers 

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that only do litigation, and 
then there are those that do 

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both. 
So I've seen people be very 

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successful if they're 
negotiating very complicated 

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public procurement projects and 
the contracts are thousands of 

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pages with thousands of pages of
appendices. 

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Some people focus on that and 
that is what they do and they're

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fantastic at it. 
There are those that only 

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litigate. 
I was initially A litigator who 

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did a little bit of contracts. 
I did it sometimes if a client 

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asked me, I could do it, but I 
really stuck to litigation. 

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But now I do both and my team 
does both. 

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And I think we're better lawyers
because of the area that we 

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practice, that we do it so we 
can draft that tender document 

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and contracts to avoid the 
problems we see in litigation. 

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And then we can look for terms 
that we've used when drafting 

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contracts, help litigate. 
And sometimes it's so beautiful 

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when it comes together or 
sometimes it's so miserable when

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you're like, I wish this 
contract had a term or I wish, 

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you know, they had litigated 
this differently if you looked 

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at the section of the contract. 
But sometimes it comes together 

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and it's wonderful. 
And I think our team is becoming

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more well-rounded by doing both.
But again, there are people who 

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do each and are fantastic as 
well. 

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You spent more than a decade in 
big law before starting your own

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firm. 
So if I may ask you, can you 

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tell us a little more about what
pushed you, you know, to move 

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from partnership in a big law 
firm to building something new? 

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So I came from from a very small
firm of five lawyers to Big Lot.

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And it was the biggest culture 
shock to me in so many ways, 

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like working with different 
people, with different 

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standards, different areas of 
law. 

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And I got so much wonderful 
experience. 

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I worked with dozens of lawyers,
some I copied, some I wanted to 

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do the complete opposite of 
everything they ever did. 

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And along the way I met a lot of
great people who have become 

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clients, who've become referral 
sources and friends. 

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But I wasn't always the best 
rule follower. 

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I wanted to make changes and I 
wanted to do things differently.

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And that isn't always easy in a 
big firm because there's a lot 

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of stakeholders who have to be 
involved in making decisions and

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the impact of the decisions 
impacts so many different people

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in different ways. 
So there was a time where I 

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realized that I could either 
accept the infrastructure or 

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accept that I had to leave the 
big firm. 

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And it was a hard decision. 
I'd worked really hard to be an 

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equity partner, all I wanted to 
get. 

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But then when I got there, I 
went, I don't know if this is 

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for me. 
And like, just to give an 

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example, I think a breaking 
point was we had this fantastic 

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associate. 
They were terrific and there was

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an issue and they needed a new 
assistant and I had to try. 

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I was like, this person needs a 
good assistant. 

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They're filling a lot of hours, 
they're working really hard. 

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They're not getting the support,
they need it. 

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And it was just so complicated 
to do what I felt was a very 

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easy thing, like swap out an 
assistant or find someone new. 

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But there's processes and 
protocols and you know, it 

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wasn't so easy. 
And then the rest is history. 

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I decided it was time to leave 
and I wanted to make changes in 

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how I practiced and impact those
that I worked with and take all 

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the wonderful things I learned 
from people of what to do and 

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not to do and build my own firm 
that way. 

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Fantastic, by starting your 
firm, can I ask you about what 

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were some of the main things 
that you wanted changed when you

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started your own place? 
Yeah, I mean, I think one of the

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big things was just how the 
structure of the firm works. 

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Because the way I sort of saw 
it, I had been like a high 

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performing associate and became 
a partner is sometimes as high 

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performing people, the more you 
work, the less you get paid in a

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weird sort of way, especially in
the associate ranks. 

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And I wanted to change how we 
worked and how we compensated 

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people. 
So I implemented maximum 

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billable hours, which is the 
opposite for those who don't 

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work in big law here they mostly
have minimum billable hours. 

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So you have to bill at least X 
usually 17118 hundred hours a 

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year. 
And we'd have these wild 

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spreadsheets with like how many 
hours you built in the month if 

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you go on vacation and if you 
work on a trial. 

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But if something else happens, 
like how can you make sure you 

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get all your hours plus all the 
non billables on top of it? 

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And it was, I sort of thought 
that's not really we should be 

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thinking as a work and not 
necessarily about the number of 

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hours we have to do. 
And are we doing quality work? 

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And is it billable work? 
And is it, you know, helping the

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cause? 
So I implemented maximum bill 

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Bower so no one on my team can 
work more than 17150 hours a 

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year. 
And that was the number that was

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agreed upon by the team. 
And I'm going to explain to you 

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why they had a very big, they 
had a lot of, I'm gonna explain 

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to you why they had a lot of 
input into the numbers in a 

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minute. 
And that has to do with our 

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compensation structure. 
But they can only work a certain

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amount of hours a year. 
And people say to me like, 

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Baron, this doesn't make sense. 
How can you do that? 

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What if someone's working on a 
trial? 

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Do you just tell them to stop 
because they've hit their hours?

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Like that's not really how the 
world works. 

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No one is 1 day at 0 hours and 
the next day at 1750, there's a 

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gradual buildup of hours that 
you make. 

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So you realize we're really busy
and we have a trial coming. 

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We've hired people, we've hired 
people to help full time. 

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We've hired people to fill in 
the gaps. 

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If we need someone to help us do
some assignments on a off, like 

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one off basis, it's totally 
doable. 

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That was a big thing for me. 
And then the second huge thing 

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is that we have a profit share. 
And the profit share is for 

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anyone that works at the firm 
more than a year, staff included

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and lawyers. 
They give it their pay is part 

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of the profits of the company 
and they get some of them good 

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amounts of profit share. 
So if they everyone pulls their 

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weight, does their part and you 
know, your hours are billable, 

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your clients are happy, they're 
coming back for more work. 

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You're not wasting, you're know,
you're communicating well with 

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them. 
You're not wasting time on 

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things that aren't billable, 
then you're gonna make more 

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money. 
And it really has changed the 

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way everyone has looked at firm.
But it also they were like, 

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well, fair, we're getting a 
profit here, but we also want to

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make sure we work a certain 
amount of hours. 

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So that's, I thought 1750 was 
high. 

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It's gonna be, it's what was 
everyone had agreed to. 

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So that's different. 
We do a lot of things by 

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consensus. 
We have meetings. 

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We make decisions differently 
than we had in the big firm. 

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So we fired big clients, how we 
hire clients, how we make 

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business decisions. 
We can just be a little bit more

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nimble and less afraid of the 
consequences of it. 

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So it's been pretty great so 
far. 

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I mean, not everything, not all 
our decisions have been perfect.

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I'd love to say that they are, 
but it's nice to have something 

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you own and that the team has 
built together and we stand 

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together with the decisions that
are made. 

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Amazing. 
Well, I, I must mention, I think

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I saw on LinkedIn a few days 
ago, you guys did some kind of 

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hamburger tasting or something 
like that. 

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Loved the team got together and 
all of that. 

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So very, very cool. 
Yeah, we had a blind tasting of 

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burgers. 
We are a fast food lovers at our

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firm. 
We try not to eat it all the 

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time, but we do indulge and we 
had a great night. 

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That's amazing. 
Well, one thing that stands out 

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about the firm is, is this focus
on client experience. 

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I was reading through your 
materials and in your website 

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and it really talks a lot about 
this focus and also just 

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sustainable practice. 
You just mentioned that the 

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maximum amount of hours. 
So I'm curious you to hear a 

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little more about how does that 
show up in the Bay today? 

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With your team I mean. 
For example I have 3 kids. 

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Some people at our firm have 
kids, some have hobbies, some 

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have a life, some love TV shows 
or playing video games or 

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whatever it is. 
And the work we do is really 

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important and very serious. 
But life is important too. 

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And I find that people are 
better at their jobs, doing 

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better work for clients and are 
happier and more engaged when 

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they get a break. 
So it doesn't always happen. 

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If you're in a trial, again, 
it's not like, oh, we just don't

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work during the trial. 
No, we're working 17 hour days. 

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It's really hard, but we try not
to work weekends a lot. 

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We try not to work evenings 
unless it's urgent. 

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And part of that is so people 
can enjoy their lives. 

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And part of it is I think you 
actually do better work when you

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turn off your work brain for a 
little bit and take a break and 

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come back at something the next 
day. 

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You have a new perspective on 
it, or you take a break and the 

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way you approach the problem or 
the way you write the e-mail is 

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just different. 
So I think that has made a big 

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difference in the quality of 
work that we have. 

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And I think it also helps keep 
people engaged in the firm. 

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And we've had very little 
turnover with lawyers. 

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And that really impacts the 
client experience, right? 

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I talked to a friend at a big 
firm. 

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She was associate #12 on a file 
that wasn't that long because 

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people kept leaving and 
changing. 

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And that's not always good for 
the clients or the work product.

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So I think allowing people to 
take breaks so they stay and 

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keep on the file in the long 
term is much better than someone

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who would just grind and work on
the file continuously and maybe 

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burn out. 
So for us, it's worked so far 

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and I hope it continues to do. 
So talking a little more about 

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your practice, you did mention 
that there's like a solicitor 

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aspect to a barristers aspect to
it. 

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And I'm curious, from your 
perspective, what are some of 

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the most common mistakes that 
companies will make in 

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construction projects that later
will turn into legal fights? 

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I think they don't deal with 
conflicts early and head on and 

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I don't know and I don't believe
this just applies to 

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construction. 
People want to avoid conflicts 

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and I understand why completely 
because I deal with conflicts 

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all the time. 
But not dealing with a concern 

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early on can have huge ripple 
effects in the project. 

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So give you an example. 
We review a contract from 

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someone, tell them there are a 
lot of terms that are 

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problematic. 
If the, if the project goes S, 

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if there's a problem, you are 
gonna have a huge amount of risk

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and it's gonna be problematic. 
And that's fine, fair, don't 

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worry. 
They sign it and then something 

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goes wrong and it's a huge 
problem because they didn't want

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to have that discussion early 
on. 

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They didn't want to try to deal 
with that risk early on. 

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I'm not saying they had to pass 
all the risk over, but maybe 

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splitting it. 
The same happens when there are 

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delays on jobs or changes. 
People don't want to have to 

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deal with it right away. 
We're late projects late. 

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Let's accept that it's late. 
Let's make a plan to solve it 

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and we'll deal with this 
lateness, this small lateness 

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now, later. 
But instead they don't deal with

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it and gets worse and no one 
knows how they're dealing with 

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it and everyone's trying to 
cover for it and there's no real

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plan to fix it and everyone's 
blaming everyone. 

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And then it gets even later. 
Or the the one change that you 

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could solve becomes 12 changes 
that needs to be solved. 

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So I think it's about really 
working as a team and trying to 

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solve and deal with problems 
head on early before things get 

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out of control. 
But I think that probably 

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applies to many areas of law. 
Well, it sounds like something 

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that that we can take in our 
personal lives and really just 

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00:15:32,740 --> 00:15:34,660
applies to about everything. 
I love it. 

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00:15:34,740 --> 00:15:38,320
Well, something that I also read
that that you've spoken about in

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00:15:38,330 --> 00:15:42,170
the past is mentoring lawyers 
and building bearing bearing 

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00:15:42,180 --> 00:15:45,130
environments in the profession. 
So you've mentioned, I know 

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00:15:45,140 --> 00:15:48,800
you're trying to do that with 
your firm and I'm curious I once

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you hear more a little bit about
your perspectives on that and 

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00:15:51,660 --> 00:15:55,190
and even what do you think young
lawyers need most today that 

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00:15:55,200 --> 00:15:57,070
they often do not get early in 
their? 

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00:15:57,080 --> 00:15:59,150
Careers. 
So everyone I think needs 

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00:15:59,160 --> 00:16:01,230
something different, Although 
there's a theme to this. 

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00:16:01,240 --> 00:16:06,200
When I became a mentor at the 
big firm where you got to mentor

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00:16:06,210 --> 00:16:08,710
an articling student, it was 
like a very big honor. 

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00:16:08,720 --> 00:16:11,460
Not only did you get like a big 
lunch budget that you could take

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00:16:11,470 --> 00:16:14,810
them out to fancy restaurants 
and all that fun stuff, but also

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00:16:14,820 --> 00:16:18,150
I took my job really seriously. 
And when I first became a 

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00:16:18,160 --> 00:16:20,990
mentor, my goal was I'm going to
make sure all my mentees get 

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00:16:21,000 --> 00:16:23,380
hired back to make sure they 
find groups they like and 

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00:16:23,390 --> 00:16:26,290
they're going to get hired. 
And like by the third year, I 

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00:16:26,300 --> 00:16:30,380
realized like that wasn't right 
for everyone or possible for all

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00:16:30,390 --> 00:16:32,440
of them. 
And, you know, while that was my

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00:16:32,450 --> 00:16:36,320
goal to be the best mentor and 
make sure my students got their 

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00:16:36,330 --> 00:16:40,000
choice of jobs, that wasn't 
totally the right way of looking

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00:16:40,010 --> 00:16:41,680
at it. 
And I realized that they had to 

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00:16:41,690 --> 00:16:43,580
have a good articling 
experience. 

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That's what all of them needed. 
And for each of them, it was 

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00:16:46,350 --> 00:16:48,860
different. 
So what it meant is good 

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00:16:48,870 --> 00:16:52,820
experience, getting to work in 
the areas they want ability and 

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00:16:52,830 --> 00:16:55,560
what I find out the ability of 
the independence, but to have 

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someone right there behind them 
to help them and be there for 

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00:16:58,670 --> 00:17:02,540
them and have their back. 
So, you know, the best mentoring

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00:17:02,550 --> 00:17:06,520
is to let people kind of take 
those steps, put them in the the

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00:17:06,530 --> 00:17:09,819
deep end, but don't walk away. 
You know, you're right there, 

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00:17:09,829 --> 00:17:12,490
you have the life preserver, 
you're coaching, I'm on what to 

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00:17:12,500 --> 00:17:15,510
do and Judy can jump in and help
them if they need it. 

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00:17:15,579 --> 00:17:19,410
And I find that really allows 
people to learn and grow. 

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00:17:19,420 --> 00:17:22,750
And when mistakes happen, 
because like things happen that 

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00:17:22,760 --> 00:17:25,530
are not ideal in our cases all 
the time. 

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00:17:25,540 --> 00:17:28,590
Or you do something and you wish
you had done something else to 

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00:17:28,600 --> 00:17:32,130
be supportive, to listen, talk 
about what the options were and 

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00:17:32,140 --> 00:17:33,770
how you do it differently next 
time. 

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00:17:33,780 --> 00:17:36,050
Like that's the best way to 
learn. 

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00:17:36,060 --> 00:17:41,410
And not to blame or shame people
for making mistakes, but have a 

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00:17:41,420 --> 00:17:43,420
conversation about it. 
And sometimes I was having a 

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00:17:43,430 --> 00:17:45,240
conversation that speaks with 
really shave done it 

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00:17:45,250 --> 00:17:46,990
differently. 
I said, no, I, I really, after 

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00:17:47,000 --> 00:17:49,160
all my years of experience, I 
don't think you should have done

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00:17:49,170 --> 00:17:50,710
differently. 
You made the right decision. 

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00:17:50,720 --> 00:17:54,250
It just didn't turn out the way 
that you had wanted like with 

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00:17:54,260 --> 00:17:57,250
the information you had when you
made the decision, you made the 

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00:17:57,260 --> 00:18:01,190
right decision even though we 
didn't solve resolve the case. 

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00:18:01,200 --> 00:18:03,210
And I think it helped them feel 
better. 

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00:18:03,260 --> 00:18:07,270
But having that independence to 
be free to do it, make some 

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00:18:07,320 --> 00:18:09,710
mistakes that have us good 
safety net is. 

354
00:18:09,720 --> 00:18:12,450
Health fantastic too. close our 
episode today. 

355
00:18:12,460 --> 00:18:16,110
Why don't you ask you what's one
piece of practical advice you'd 

356
00:18:16,120 --> 00:18:19,050
give to younger lawyers who are 
trying to build a meaningful 

357
00:18:19,060 --> 00:18:22,210
career, a sustainable career, 
once you really thrive in the 

358
00:18:22,220 --> 00:18:25,350
profession? 
So when I started, I was too 

359
00:18:25,360 --> 00:18:30,090
afraid to take anyone up on 
their offers to help or reach 

360
00:18:30,100 --> 00:18:34,030
out to anyone to talk to them 
about their careers or learn 

361
00:18:34,040 --> 00:18:37,530
more or ask for help or get more
information. 

362
00:18:37,540 --> 00:18:41,580
And it was so foolish. 
The legal profession is full of 

363
00:18:41,590 --> 00:18:44,520
people that will help you, that 
will mentor you, that will give 

364
00:18:44,530 --> 00:18:47,840
you advice, that will you're, 
you're working on a file and you

365
00:18:47,850 --> 00:18:49,900
have a question. 
They will answer your question 

366
00:18:49,910 --> 00:18:52,880
without asking to get paid, 
without asking for anything in 

367
00:18:52,890 --> 00:18:55,280
return. 
And people are so happy to help 

368
00:18:55,350 --> 00:18:59,780
and engage with junior lawyers 
who are starting their careers 

369
00:18:59,850 --> 00:19:03,000
and young lawyers. 
And the worst thing to do is 

370
00:19:03,010 --> 00:19:07,600
just not try and like, not ask 
for help or reach out to people 

371
00:19:07,610 --> 00:19:09,930
like, and what will happen? 
What's the worst thing that will

372
00:19:09,940 --> 00:19:12,260
happen if you do reach out? 
They won't respond to you. 

373
00:19:12,270 --> 00:19:15,600
Like the stakes are so low. 
And the best thing is you can 

374
00:19:15,610 --> 00:19:18,220
make valuable connections, 
referral sources. 

375
00:19:18,230 --> 00:19:20,460
You could get a job from someone
one day. 

376
00:19:20,510 --> 00:19:23,650
You could make friends from it. 
So I think just get out there, 

377
00:19:23,700 --> 00:19:26,690
pick up the phone, send an 
e-mail, someone sent someone a 

378
00:19:26,700 --> 00:19:29,490
LinkedIn message to say you like
their posts and engage with 

379
00:19:29,500 --> 00:19:31,810
them. 
And what you will get in return 

380
00:19:31,820 --> 00:19:33,870
is far more than what you ask 
for. 

381
00:19:33,880 --> 00:19:35,490
And then you will pay it 
forward. 

382
00:19:35,500 --> 00:19:38,370
And I think I wish I had done it
earlier in my career. 

383
00:19:38,380 --> 00:19:42,990
I'm still catching up, but it 
has just been so rewarding to 

384
00:19:43,000 --> 00:19:45,630
connect with so many different 
people with different 

385
00:19:45,640 --> 00:19:47,950
backgrounds and learn so much 
from them. 

386
00:19:48,020 --> 00:19:50,780
I really appreciate you taking 
the time to be in the podcast 

387
00:19:50,790 --> 00:19:53,590
and to sharing your insights. 
It's been an honor. 

388
00:19:53,660 --> 00:19:56,000
Thank you so much for having me,
this was great.

