Who is Elizabeth McGinn and what areas of law does she specialize in. How does Elizabeth McGinn assist clients with cybersecurity and data privacy issues. What experience does Elizabeth McGinn have in financial services litigation and regulatory matters.
Elizabeth McGinn’s Legal Expertise and Practice Areas
Elizabeth B. McGinn, also known as Beth McGinn, is a partner at Orrick’s Washington, D.C. office, specializing in cybersecurity, privacy, and financial services law. With extensive experience in these areas, McGinn has established herself as a leading expert in helping clients navigate the complex landscape of data protection and regulatory compliance.
Key Practice Areas
- Cybersecurity and data privacy
- Information security practices
- Third-party vendor risk management
- Financial services litigation
- Regulatory compliance
- E-discovery
How does Elizabeth McGinn approach cybersecurity and privacy issues? McGinn takes a proactive stance, focusing on risk identification, evaluation, and management. She works closely with clients to develop comprehensive strategies that address both internal and external security challenges, ensuring compliance with various data protection regulations.
Expertise in Data Protection and Privacy Regulations
Elizabeth McGinn’s practice involves advising clients on a wide range of data protection and privacy regulations. Her expertise covers several key legislative acts and regulations:
- Gramm-Leach-Bliley Act (GLBA)
- Fair Credit Reporting Act (FCRA)
- General Data Protection Regulation (GDPR)
- Telephone Consumer Protection Act (TCPA)
- Telemarketing Sales Rule (TSR)
- Health Insurance Portability and Accountability Act (HIPAA)
- State and federal security breach notification laws
What services does Elizabeth McGinn provide to ensure regulatory compliance? McGinn offers comprehensive guidance on developing policies, procedures, and training materials tailored to each client’s specific needs. She also assists in creating records retention schedules, ensuring that organizations maintain compliance while efficiently managing their data.
Cybersecurity Incident Response and Prevention
A significant portion of Elizabeth McGinn’s practice is dedicated to addressing data security breaches. Her approach encompasses both reactive and proactive measures:
- Incident response: Guiding clients through the aftermath of a data breach
- Preventive strategies: Implementing measures to minimize the risk of future breaches
- Regulatory engagement: Advising clients on responses to inquiries, investigations, and enforcement actions related to privacy and cybersecurity issues
How does Elizabeth McGinn help clients prevent data breaches? McGinn works closely with organizations to develop robust cybersecurity frameworks, implement best practices, and conduct regular risk assessments. She emphasizes the importance of employee training and creating a culture of security awareness within organizations.
Financial Services Litigation and Regulatory Representation
Elizabeth McGinn’s expertise extends beyond cybersecurity and privacy, encompassing a broad range of financial services litigation and regulatory matters. Her experience includes:
- Representing financial institutions in class action litigation
- Advising clients in investigations and examinations initiated by regulatory bodies
- Handling cases involving fair lending laws, mortgage fraud, and consumer protection statutes
Which regulatory bodies does Elizabeth McGinn engage with on behalf of her clients? McGinn has extensive experience dealing with numerous regulatory agencies, including:
- Consumer Financial Protection Bureau (CFPB)
- New York Department of Financial Services (NYDFS)
- Department of Justice (DOJ)
- Federal Trade Commission (FTC)
- State attorneys general
- Bank regulatory agencies
Multifaceted Legal Representation in Complex Cases
Throughout her career, Elizabeth McGinn has demonstrated her ability to handle complex legal matters involving multiple dimensions of law and regulation. Her experience includes:
- Representing clients in simultaneous criminal, civil administrative, and congressional proceedings
- Defending clients in money laundering compliance issues and investigations
- Handling litigation involving various federal and state agencies and congressional committees
How does Elizabeth McGinn approach cases involving multiple legal proceedings? McGinn employs a coordinated strategy, ensuring that her clients’ interests are protected across all fronts. She leverages her extensive experience to navigate the complexities of parallel proceedings, maintaining consistency in legal arguments and factual presentations.
Thought Leadership and Industry Recognition
Elizabeth McGinn is not only a practitioner but also a thought leader in her field. Her contributions to the legal community include:
- Publishing articles and speaking on topics such as privacy, cybersecurity, e-discovery, and consumer financial services litigation
- Authoring a chapter on “Oversight of Compliance and Control Responsibilities” for “Navigating the Digital Age – The Definitive Cybersecurity Guide for Directors and Officers”
- Receiving recognition from Legal 500 for her work in Cyber Law (Data Protection and Privacy) since 2013
What accolades has Elizabeth McGinn received for her work? Legal 500 has consistently praised McGinn’s expertise, describing her as “outstanding on privacy and e-discovery issues,” “able to advise both on the regulatory and litigation sides of problems,” and someone who “exceeds expectations on response and turnaround times.” The publication also highlighted her ability to balance operational efficiency with regulatory compliance when developing IT policies.
Professional Background and Qualifications
Elizabeth McGinn’s impressive career path has equipped her with a diverse skill set and a deep understanding of the legal landscape. Her professional journey includes:
- Partner at Orrick (current position)
- Partner at Buckley LLP, where she co-chaired the Privacy, Cyber Risk & Data Security practice and E-discovery Committee
- Associate at Skadden, Arps, Slate, Meagher & Flom
- Clerk for Federal Magistrate Judge P. Trevor Sharp of the United States District Court for the Middle District of North Carolina
What professional certifications does Elizabeth McGinn hold? McGinn is a Certified Information Privacy Professional (CIPP/US), demonstrating her commitment to staying at the forefront of privacy law and best practices.
Elizabeth McGinn’s Approach to Client Service
Elizabeth McGinn’s reputation for excellence is built on her client-centric approach to legal services. Her methodology is characterized by:
- Responsiveness: Providing timely and efficient advice to clients
- Practicality: Offering solutions that balance legal compliance with operational realities
- Thoroughness: Addressing all aspects of a client’s legal challenges
- Industry knowledge: Leveraging deep understanding of data security and privacy issues
How does Elizabeth McGinn tailor her services to meet individual client needs? McGinn takes a personalized approach to each case, recognizing that every client faces unique challenges. She works closely with organizations to understand their specific industry, operational context, and risk profile, ensuring that her legal advice is both relevant and actionable.
Specialized Services for Professional Sports Teams
In addition to her work with financial institutions and corporations, Elizabeth McGinn has developed expertise in assisting professional sports teams. Her services in this area include:
- Advising on data privacy concerns specific to the sports industry
- Ensuring compliance with consumer financing laws
- Addressing payment system issues unique to sports organizations
How does Elizabeth McGinn’s expertise benefit professional sports teams? By understanding the unique challenges faced by sports organizations, McGinn helps teams navigate the complex intersection of data privacy, consumer protection, and financial regulations. This specialized knowledge allows her to provide tailored solutions that protect both the team’s interests and their fans’ personal information.
E-Discovery Expertise
Elizabeth McGinn’s role as Co-chair of the E-discovery Committee at her previous firm underscores her expertise in this critical area of modern litigation. Her e-discovery services include:
- Developing comprehensive e-discovery strategies
- Advising on best practices for data retention and management
- Guiding clients through the complexities of electronic document production
- Ensuring compliance with e-discovery obligations in litigation and regulatory investigations
Why is e-discovery expertise crucial in today’s legal landscape? With the increasing volume of electronic data involved in legal proceedings, effective e-discovery management is essential for controlling costs, maintaining compliance, and protecting sensitive information. McGinn’s expertise in this area helps clients navigate these challenges efficiently and effectively.
Collaborative Approach to Complex Legal Challenges
Elizabeth McGinn’s ability to handle cases involving multiple areas of law and regulation is a testament to her collaborative approach. She often works with cross-functional teams to address complex legal challenges, bringing together experts in various fields to provide comprehensive solutions. This approach allows her to:
- Coordinate strategies across different legal domains
- Ensure consistency in legal arguments and factual presentations
- Leverage diverse expertise to develop innovative solutions
- Provide clients with a unified and coherent legal strategy
How does Elizabeth McGinn’s collaborative approach benefit her clients? By fostering collaboration among legal experts, McGinn ensures that her clients receive comprehensive advice that addresses all aspects of their legal challenges. This holistic approach often leads to more effective and efficient resolution of complex cases.
Ongoing Professional Development and Industry Engagement
Elizabeth McGinn’s commitment to professional excellence is evident in her ongoing engagement with the legal and cybersecurity communities. She regularly participates in:
- Industry conferences and seminars
- Legal education programs
- Professional associations related to privacy, cybersecurity, and financial services law
How does Elizabeth McGinn’s continuous learning benefit her clients? By staying abreast of the latest developments in her field, McGinn ensures that her clients receive up-to-date advice that reflects the rapidly evolving landscape of cybersecurity, privacy, and financial services regulation. This commitment to ongoing education allows her to anticipate emerging issues and provide proactive guidance to her clients.
Client Education and Empowerment
Beyond providing legal advice, Elizabeth McGinn is committed to educating and empowering her clients. She achieves this through:
- Developing customized training programs for client organizations
- Creating user-friendly guides and resources on complex legal topics
- Conducting workshops and seminars for clients and their teams
- Providing regular updates on regulatory changes and industry trends
Why is client education an important aspect of Elizabeth McGinn’s practice? By empowering clients with knowledge and understanding, McGinn helps organizations build internal capacity to manage legal and regulatory risks effectively. This proactive approach often leads to better compliance outcomes and reduced legal exposure in the long term.
Future-Focused Legal Strategies
As the legal landscape continues to evolve, particularly in areas like cybersecurity and data privacy, Elizabeth McGinn’s practice emphasizes forward-thinking strategies. She helps clients prepare for future challenges by:
- Analyzing emerging trends in technology and regulation
- Developing flexible compliance frameworks that can adapt to changing requirements
- Advising on the legal implications of new technologies and business models
- Helping organizations build resilience against future cybersecurity threats
How does Elizabeth McGinn’s future-focused approach add value to her legal services? By anticipating future challenges and opportunities, McGinn helps her clients stay ahead of the curve in terms of legal compliance and risk management. This proactive stance can provide a significant competitive advantage in today’s rapidly changing business environment.
McGinn, Beth – Orrick
Partner
Washington, D.C. (former Buckley) Office
New York Office
Beth McGinn focuses her practice on assisting clients in identifying, evaluating and managing the risks associated with cybersecurity, internal privacy and information security practices, as well as those of third-party vendors. She advises clients on the Gramm-Leach-Bliley Act (GLBA), the Fair Credit Reporting Act (FCRA), the General Data Protection Regulation (GDPR), the Telephone Consumer Protection Act (TCPA), the Telemarketing Sales Rule (TSR), the Health Insurance Portability and Accountability Act (HIPAA), security breach notification laws and other U.S. state and federal privacy and data security requirements.
In conjunction with this work, she develops policies and procedures, records retention schedules and training materials. A significant part of her practice involves addressing data security breaches, working proactively with clients to prevent such breaches from occurring, and advising clients in responding to regulatory inquiries, investigations and enforcement actions related to privacy, information security and cybersecurity issues.
She also assists numerous professional sports teams comply with data privacy concerns, consumer financing laws and payment system issues.
Beth also represents financial institutions, corporations and individuals in a wide range of matters. She advises clients in investigations, examinations and litigation initiated by the Consumer Financial Protection Bureau (CFPB), the New York Department of Financial Services (NYDFS), the Department of Justice (DOJ), the Federal Trade Commission (FTC), state attorneys general and bank regulatory agencies. She has represented financial institutions in class action litigation concerning federal and state fair lending laws, mortgage fraud, unfair and deceptive trade practices statutes, consumer fraud statutes and consumer privacy laws. She has extensive experience counseling clients in response to federal and state subpoenas and handling all aspects of e-discovery.
Over the course of her career, Beth has represented clients in matters involving simultaneous criminal, civil administrative and congressional proceedings.
She has defended clients in matters relating to money laundering compliance issues and investigations and litigation by the U.S. Attorney’s Office for the Southern District of New York (SDNY), the Manhattan District Attorney’s Office, the Department of Treasury, the Securities and Exchange Commission (SEC), and various congressional committees, including the U.S. Committee on Homeland Security and Government Affairs Permanent Subcommittee on Investigations, the U.S. House Financial Services Committee and the U.S. House Committee on Oversight and Government Reform.
Beth has published and spoken on a variety of topics, including privacy, cybersecurity, electronic discovery, vendor management and consumer financial services litigation. She authored the chapter on “Oversight of Compliance and Control Responsibilities” for Navigating the Digital Age – The Definitive Cybersecurity Guide for Directors and Officers. She has been recognized for her work in Cyber Law (Data Protection and Privacy) by Legal 500 since 2013, which describes her as “outstanding on privacy and e-discovery issues,” “able to advise both on the regulatory and litigation sides of problems,” an attorney who “exceeds expectations on response and turnaround times,” “has strong industry knowledge in data security and privacy, and is able to walk the fine line between operational efficiency and regulatory compliance’ when developing IT policies.
” It also described her as “top notch, incredibly responsive, thoughtful, and provides advice that is both practical and efficient.”
Prior to joining Orrick, Beth was a partner at Buckley LLP where she was Co-chair of the firm’s Privacy, Cyber Risk & Data Security practice and E-discovery Committee. Previously she was an associate at Skadden, Arps, Slate, Meagher & Flom. She clerked for Federal Magistrate Judge P. Trevor Sharp of the United States District Court for the Middle District of North Carolina after law school. Beth is a Certified Information Privacy Professional (CIPP/US).
View Beth’s webcasts & speaking engagements, news mentions and publications.
“Outstanding on privacy and e-discovery issues. Able to advise both on the regulatory and litigation sides of problems. Top notch, incredibly responsive, thoughtful, and provides advice that is both practical and efficient.” – Legal 500
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Liz McGinn – Women’s Lacrosse
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At UR 2023: Did not make any appearances as a junior.
..Liberty League All-Academic selection
At UR 2022: Sat out sophomore season with an injury…Named Liberty League All-Academic.
At UR 2021: First-year player saw time in seven games, making three starts for the Yellowjackets…Finished with 2 goals, both from the free position, 2 ground balls and 3 caused turnovers…Scored in UR’s win over conference rival RIT on Apr. 23.
HS: Lettered in lacrosse and volleyball for the Blue Streaks of Saratoga Springs HS…Volleyball team captain as a senior…Selected to volleyball Under Armour All-America Command Upstate NY Team as a sophomore…Lacrosse Suburban Council All-Star as a sophomore and junior, earning 2nd Team honors in 2019…Helped team to lacrosse sectional title in 2018…Member of the National Honor Society, Spanish Honor Society and was leader of Educating Young Engineers.
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Three sides of power: how a leader can act in a situation of uncertainty
Leaders
Article published in Harvard Business Review Russia
, Elizabeth Long Lingo
Photo: kyoshino/GettyImages
Tara, the chief strategy officer, was new to the top management of a software firm.
All other top managers, except the CEO, were from the tech industry and joined the management team when the firm bought their companies. Tara, the only one, had an MBA and was well versed in business; she was recommended to senior management by the board of directors. She accepted the new powers with enthusiasm: she was faced with the task of implementing a unified strategy in all the disparate divisions of the company.
But in a few months of work, Tara managed to achieve little. At every step, colleagues created obstacles for her. In desperation, she asked the board members who supported her to put in a good word for her with the CEO. However, they not only refused to help, but also stated that they were mistaken in recommending her for this position. For Tara, this was a serious blow. What went wrong?
Sooner or later, most leaders realize that in order to effectively exercise power, it is rarely worth acting directly. Just to manage and control – as power is traditionally understood – is often not the best strategy, and sometimes it is not an option at all.
When there is no common opinion about where to go next and whether changes are required, when it is necessary not to put out fires, but to try not to miss opportunities, when claims to power can be perceived ambiguously in independent units, the leader should choose a different path. The most effective approaches to the management of power often do not involve direct tactics at all.
IDEA BRIEFS
Problem
Traditionally, power is understood as controlling people, but this is often not the best strategy. In situations where it is not clear where to go next and whether changes are needed, when it is necessary not to put out fires, but to try not to miss opportunities, when divisions can ambiguously perceive claims to power, it is worth choosing a different approach.
Solution
The new model is based on three main directions of power: situational, social and dynamic. The effectiveness of his work depends on how the leader masters these areas.
We have spent decades researching and advising business leaders and based on this experience we have developed a new concept of power. It goes beyond simple management and allows you to mobilize people and involve them in a common cause. Our model of power is built on three dimensions related to the situational, social and dynamic nature of power. The better you master each of them, the more productive your work will be.
POWER IS SITUATIONAL
Many leaders consider power to be something like their personal quality, resulting from their position, titles, diplomas and certificates, skills and experience; according to them, power is determined by what information they have, what reputation they have created for themselves, as well as their charisma, determination and energy. But power is largely situational and depends on several factors: your goals, environment, and support. Stanford professor Jeffrey Pfeffer notes that many leaders limit their own power because they do not seek and increase opportunities to influence others beyond their formal authority and personal charisma.
We offer several techniques to help you identify and engage situational power factors.
Take a closer look at the changes you need . Start with the nature of your goal: Are you thinking about structural changes or do you want to improve existing processes? Are you trying to deal with a crisis or are you promoting a new initiative?
Then consider how you can get people’s support and involvement along the way towards this goal. Think not only about why this goal is important to you, but also why it might be important to colleagues, the company, and society as a whole. By carefully considering these questions, you will discover in yourself those emotions that will help you win the hearts and minds of others, and at the same time you will find strength for the upcoming accomplishments.
Power is most effective when it uses passion and passion – both yours and that of others – and when personal goals are aligned with the demands of the situation. Consider the story of Chief, a private network that connects and supports women leaders.
Experiencing a career crisis, future founders Carolyn Childers and Lindsey Kaplan felt they lacked advice from female leaders, but realized that women do not have the kind of strong network of contacts that men have long built. Following the example of the YPO (Young Presidents Organization), which connects young businessmen from all over the world, they decided to bring together women leaders. Carolyn and Lindsey stepped down from high positions in their firms, turned to investors and influencers they knew and didn’t know for help, and began to turn the idea into reality. First Chief Club opened in New York in 2019year – and soon reached self-sufficiency: the participants were not only ready to pay considerable membership dues, but also willingly helped to develop the organization. So, in trying to achieve their own personal and professional goals, Childers and Kaplan hit the mark: they felt the urgent need for women leaders to have their own community and proposed an idea close to themselves.
Reveal hidden obstacles and turn them to your advantage . Most people believe in a just world where everyone’s reputation and income depend on how well they do their job. But this belief can hinder the successful exercise of power. MIT professor Emilio Castilla, who has studied the so-called meritocracy paradox, notes that in situations where a company tries to evaluate people on their merits, the bias in it only increases. Situational power in this case begins with the realization that you can work harder and smarter than everyone else, but still not get the “deserved” result. To achieve the goal, the leader must, together with colleagues and stakeholders whom he trusts, assess the alignment and identify blind spots. How does your goal fit into the current picture? Why hasn’t the problem you’re solving been fixed before, or why the innovation you’re promoting hasn’t been implemented yet? What obstacles stand in your way?
Steven, a century-old visionary insurance company manager, had an idea for a strategic innovation: adopting a customer-centric approach.
But his status did not allow him to promote such a serious initiative himself. Try as he might, Steven failed to get his colleagues involved. He wondered why no one supported him, and realized that design thinking seemed to his colleagues only a fashionable whim that was not worth allocating staff and resources to. Asking himself what his initiative would bring, Stephen realized that a customer-centric approach not only aligns with his personal values, but also aligns with the company’s historic mission of caring for people in difficult times. He figured that if he could tie his idea to the core values of the company, he could convince fellow naysayers. So he did – and his proposal went to work.
Go beyond the title and qualifications . When one of us (Kathleen) and her colleagues studied the work of entrepreneurs and corporate executives, they noticed how formal positions and attributes of status helped them achieve their goals. One manager at the age of 40 went to get a business education and explained her decision as follows: “To get into the men’s circle, you need to be able to speak their language.
And it’s good for your reputation to graduate from one of the best business schools, and do it with dignity.” Yes, titles and diplomas help to get a seat at the table, but they are not always enough to exercise power.
Another executive in the study, Kathleen (let’s call her Megan), had several successful IPOs while working in the banking industry, after which she was hired as an executive at a large retail chain. “The board of directors needed a person with my skills, but many in the company reacted harshly: we don’t know you and have no idea why you are here,” she said. “To gain credibility, I had to work very, very hard.” To her surprise, her colleagues were not at all interested in her success with the IPO: “All this was irrelevant to the case. I had to put on an apron and work in the store. To gain credibility, I had to study this business from beginning to end.
When considering a new job offer, a leader should think not only about the beautiful lines in the resume or the resources to which this position will open, but also about whether he will be able to successfully develop in this culture.
A business school graduate was offered a position that involved constant travel from city to city. She turned down the offer in favor of a small growing firm in her hometown because she had a better understanding of local values. She felt that with this understanding she would have a more solid foundation for her power than if she had to get used to a new place each time. She recalls: “It was a company of high morals and headquartered in the city where my husband and I are from. All the stars aligned.”
HOW TO EXERCISE SITUATIONAL POWER
There are times when formal authority and personal charisma are not enough. Your strategy should be determined by your goals, your environment, and your power base. Ask yourself a few questions:
1 . What do you want to achieve?
2 . Why is this goal important not only for you, but also for the company and society?
3 . Why hasn’t this been done before?
4 .
What obstacles might arise? Can you bypass or overcome them? Or is it worth choosing a different goal and a different environment?
5 . What are the resources of your personal power? Does it have a foundation – common goals, practices, values that you can use to achieve the goal with other people?
6 . How can you use these resources to reach out to others?
7 . What other ways can you achieve your goal?
POWER IS SOCIAL
Your power is supported not only by your personal qualities and the situation in the company: it is also fueled by relationships with people – and is limited by them. The connections and alliances you build will be an important source of support, advice, information, resources; and those you neglect can turn into islands of resistance.
We had the opportunity to work with the COO of an international manufacturing company. This woman actively builds relationships with plant managers and successfully uses them in her work.
“All the heads of departments and sales departments have my phone number, and I have their numbers. I can call them at any time,” she says. “They tell me things I need to know, and I tell them what they need—useful and relevant information.” She understands the value of long-term relationships like no one else: “Now I’m working on one project, and we need to change something in the production and distribution processes. The marketing element is very important here, and five years ago I often spoke with the marketing department. Now I can call them at any time with a request and they will say: “Yes, we can do it.”
Use the following techniques to develop social power.
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Cast, Director & Creators of Every Secret Thing (2014)
Creators & Cast
About the movie
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Trailers
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Every Secret Thing
Drama Thriller US
DirectorActorsScreenwritersDOPComposerProducers
Director
Amy Berg Amy Berg5 movies 1 TV series
Actors
Diane Lane Diane Lane79 movies 14 TV series
Elizabeth Banks Elizabeth Banks70 movies 23 TV series
Dakota Fanning Dakota Fanning54 movies 16 TV series
Danielle Macdonald Danielle Macdonald14 movies 8 TV series
Nate Parker Nate Parker22 Movies 1 Series
Common Common59 movies 23 TV series
Colin Donnell Colin Donnell4 movies 10 TV series
Amy Tribbey 4 movies 5 TV series
Bill Sage Bill Sage67 movies 16 TV shows
Renée Goldsberry Renée Elise Goldsberry10 movies 17 TV shows
Jaden Michael Jaden Michael8 movies 7 TV series
Sebastian Beacon 5 movies 3 TV series
Clare Foley Clare Foley13 movies 3 TV series
Paige King Paige King3 Movie 3 Series
Julito McCullum Julito McCullum14 movies 3 TV series
Tonye Patano Tonye Patano28 movies 14 TV shows
Jason Pendergraft Jason Pendergraft3 movies 10 TV series
Sarah Sokolovic Sarah Sokolovic4 movies 6 TV series
Jack Gore Jack Gore7 movies 8 TV series
Brynn Norquist Brynne Norquist2 movies
Eva Grace Kellner 1 movie 1 series
Lily Pilblad 5 movies 1 TV series
Elisabeth Schmidt 2 movies
Stephen W.
Tenner Stephen W. Tenner7 movies 9 TV series
Chris McGinn Chris McGinn13 movies 7 TV series
Darin Guerrasio 2 movies
Skylar Gaertner Skylar Gaertner7 movies 5 TV series
Manuk Aret 2 movies 4 series
Roetta Collins 2 movies
Alyssa Cheatham Alyssa Cheatham7 movies 3 TV series
Writers
Nicole Holofcener Nicole Holofcener 10 movies 1 TV series
Laura Lippman Laura Lippman1 movie 1 TV series
Operator
Rob Hardy Rob Hardy24 movies 1 TV series
Composer
Robin Couder Robin Coudert19 movies 2 TV series
Producers
Anthony Bregman Anthony Bregman44 movies
Frances McDormand Frances McDormand4 movies
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