This article originally appeared in Washington CEO magazine, March 2006,
Volume 17, Number 3, pages 48-67. Copyright © 2006 by Washington CEO Inc.
All Rights Reserved. This article may not be reproduced by any means
without prior permission of the publisher.
COVER STORY
Stories by Myke Folger, Scott Williams and Margot Walker
Wa s h i n g t o n’s M o s t A m a z i n g A t t o r n e y s
MILLIONS of dollars saved. Social justice. Personal perseverance. Speaking multiple
48
DENNIS WISE / STUDIO 3 INC.; LOCATION: THE FAIRMONT OLYMPIC HOTEL, SEATTLE
From Left:
Robert Kimball,
RealNetworks;
Aaron Owada,
Northcraft,
Bigby & Owada;
Rob McKenna,
Washington
State Attorney
General; Karen
Sutherland,
Ogden Murphy
Wallace; Steve
Dickinson, Harris
& Moure.
languages, blowing glass, running marathons, juggling children, spouses and careers while at
the same time putting the fear of God into the cross-examined. These are some of the attributes of the state’s Most Amazing Attorneys.
Washington CEO magazine wanted to know the why, how and wow! behind some of the state’s
best attorneys. We learned about all the work that goes into practicing law well. We learned that
equally important to what a lawyer manages in the courtroom is what is managed outside, from
volunteer work to personal growth to truly participating in the community. And yet with all
their differences, there is a common thread: boundless energy.
It is encouraging to know
that in addition to upholding the law, these attorneys
are upholding their respective communities by joining the boards of hospitals,
nonprofits and schools,
volunteering at parks and
music events – this in addition to providing for their
families and enjoying their
own hobbies.
www.washingtonceo.com
AARON OWADA
Darth Vader
YOU don’t get a nickname like “Darth Vader” for no reason. But that’s
what business associates and respectful courtroom counterparts call Aaron
Owada of Northcraft, Bigby & Owada PC (NBO) in Seattle.
Why? Perhaps it’s his tactical attention
to the facts in every case he presents.
Maybe it’s because he dresses in black
and wears a helmet.
Certainly, the former could be a reason.
But mainly it comes from his departure
from a 16-year term as Washington’s
assistant attorney general and arrival in
the private sector defending businesses.
As the assistant AG, Owada, (who wears
traditional suits by the way) built guidelines and upheld laws that foisted more
accountability upon CEOs and their corporations. Now with NBO, he spends
most of his time defending the rights of
corporations (the supposed “dark side”)
on statewide compliance issues such as
ergonomics, WISHA (Washington
Industrial Safety and Health Act)/OSHA
(Occupational Health and Safety
Administration) regulatory actions and
other workplace related issues. Hence,
the nickname.
“They say I’ve gone to the dark side but
I view it as a compliment in that they recognize that I am a formidable opponent,”
Owada says with a laugh. “I understand
what it takes to prosecute a case.”
Owada was the lead for the state in
numerous high-profile cases such as the
1995 arson fire in Seattle’s International
District that killed four firefighters. His
efforts resulted in citations against the
Seattle Fire Department for not having an
effective internal system of communication.
rials will be punished for not following
safety rules.
“I knew four out of the six guys at
Equilon,” he recalls. “After seeing the
effects and working with the families, it
caused me to focus on what we could do to
be effective. Safety is too big for government, labor and employers to handle by
themselves.”
Owada prosecuted cases against construction companies and builders. He was
able to beef up penalties from $6,000 to
$19,000, for various violations including
improper trenching.
“That was unheard of at the time,” He
says. “I tried to be fair, and legitimate
businesses appreciated it.” They appreciated it, he says, because the citations leveled the bidding field and reduced derelict
underbidding. Owada had also been
instrumental in getting labor, management and government working together
on safety guidelines, so that each party
knew what their responsibilities were.
Together, under his lead, the “Stute”
WISHA Regional Directive Guideline was
established, which clarified construction
law regarding the liability of a general
contractor and created a significant
change in the construction industry.
Meanwhile, L&I had been issuing citations based on different standards and “I
thought that was terribly unfair,” Owada
says. “General contractors, if they don’t
know what to do, how can they comply?”
His philosophy and that of L&I separated.
“I felt safety was more of a cooperative
effort and that the priority should be on
education and training. Only at worst
should monetary citations be issued,” he
says. “The department was coming down
too heavy [on businesses] and was more
focused on issuing citations.”
So at the end of 1999, Owada took his governmental contacts and went to help businesses, first with Williams, Kastner and
Gibbs PLLC (WKG) and then with NBO.
“I don’t think there’s any question,”
says Robert Pentimonti, a partner at
WKG, “that combined with having all
those connections, he’s the best lawyer in
the state with respect to those issues.”
– Myke Folger
www.washingtonceo.com
DENNIS WISE / STUDIO 3 INC.
EXPLOSION DEATHS
Owada was also the lead for the state in the
1998 explosion and fire at the Equilon
Puget Sound Refinery in Anacortes that
killed six workers. Owada settled that case
for $4.5 million and made it known that
businesses working with hazardous mateWASHINGTONCEO • MARCH 2006
49
ROBERT KIMBALL
The Peacemaker
all started with a phone call to Bill Gates. Rob Glaser, Gates’ longtime
friend and business associate and chairman and CEO of RealNetworks Inc.,
offered the Microsoft Corp. chairman an olive branch. And a business deal.
Tensions between RealNetworks and
Microsoft had escalated, and gotten personal. Many of RealNetworks’ employees,
including Glaser, got their start in technology at Microsoft. They were friends,
spouses and neighbors. Their kids went to
the same schools. But RealNetworks had
grabbed the lead in an area of technology
where Microsoft was slow to venture –
streaming digital media over the Internet.
And, when RealNetworks filed a huge
antitrust suit against Microsoft in 2003,
things only got worse.
The two companies had their top
attorneys on the case. For RealNetworks,
that would be Robert “Bob” Kimball, a
smart, energetic 42-year-old lawyer who
cut his teeth in technology law working
for IBM. For Microsoft, that would be
Brad Smith, its Princeton- and
Columbia Law School-educated general
counsel who is responsible for implementing the company’s 2001 antitrust
consent decree with the federal government and a number of states.
The result, two years later, would be
the $761-million antitrust settlement
announced last October that also established RealNetworks as a partner, rather
than an adversary, of Microsoft. Kimball’s
work in negotiating the agreement will
lead to a total bonus for Kimball of $3.25
million if he stays at the company through
November 2008.
The most remarkable part of the agreement may not be the $460 million in cash
that RealNetworks will receive up front
or the $301 million it will get over 18
months in cash and services, although
that’s not bad for a company that had revenues of $82.2 million in its most recent
third quarter. It is the mutual support
that the two companies will provide each
other. Besides settling the antitrust
50 WASHINGTONCEO
• MARCH 2006
issues, the complex, multi-faceted deal
also establishes grounds for a wide-ranging digital music collaboration between
the companies, including Microsoft’s
support for promoting and marketing
RealNetworks’ market-leading Rhapsody
digital music subscription service. The
agreement should help the two companies compete with Apple Computer Inc.,
whose iPod and iTunes products have
taken digital music by storm.
RealNetworks has more than 2.2 million
paid subscribers.
And the other notable part of the story
is the way both companies handled
negotiations. “From the beginning,”
explains Kimball, “both Microsoft and
Real said the only way to settle this is by
creating a business relationship around
the deal. … We wanted more than
détente. We wanted real peace. And the
fact that we have real peace is one of the
great outcomes of this.”
“Nobody felt that just getting a big
check was a win. We achieved the desired
end result – not just blood on the courtroom floor but a meaningful business
relationship,” adds Kimball, who at one
point spent three straight days working
until 4 a.m. or 5 a.m. locked away at the
Hyatt Regency Bellevue negotiating final
terms.
“I think I slept, honestly, in three days,
a total of six hours.”
Both sides credited relationships
between the two companies as the keystone in the agreement. Gates noted his
relationship with Glaser, who had spent
10 years at Microsoft before leaving to
create RealNetworks. “The whole team
realized we were cut from the same cloth,”
explains Kimball.
– Scott Williams
DENNIS WISE / STUDIO 3 INC.
IT
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STEVE DICKINSON
The Communicator
from Harris & Moure of Seattle can awe many a Chinese local with his
knowledge of Chinese literature, philosophy and history. Take a trip with
him to Tokyo and you’ll have a built-in tour guide – he speaks fluent
Japanese, too. Thinking of opening a coffee shop in Shenzhen or Osaka?
Dickinson can advise you about Chinese and Japanese law. And though he’s
no Chihuly, Dickinson is no slouch in the world of glass blowing, either.
The multi-talented lawyer’s path to
practicing law could be called serendipitous. He didn’t actually attend law school
until he was 30. His first career was as a
potter, which he did for four years out of
high school. When he was 21, he went to
college to study classical Chinese and
chose to live in Taiwan for several years.
At age 29, steeped in Asian culture, language and nuance, he had completed his
education and decided that he needed a
career. He wanted to do something where
he could take advantage of his language
skills. Law school seemed to make sense.
“No one ever imagined that [China]
would turn into the kind of place it is now,”
Dickinson says. With a growing demand
for “modern, sophisticated legal work,”
people who had already learned Chinese
for other reasons have had a great advantage in this growing market. “Chinese is so
difficult to learn that it’s hard for other
people to catch up,” he adds.
Since the inception of this new career,
Dickinson spent significant time in China
and developed a close association with the
Shanghai Bar Association. That relationship led to a special training program that
was developed for Chinese legal professionals, which operated at the University of
Washington (UW) from 1995-2000 and
which Dickinson directed. He was also very
involved in the development of Chinese
law projects in the UW’s School of Law.
Much of Dickinson’s casework is done
in Chinese. His current cases mainly
involve contract negotiations for U.S.
companies doing manufacturing or
investing in China or vice-versa.
52 WASHINGTONCEO
• MARCH 2006
Recently, with his knowledge of the language and thorough understanding of
Chinese and U.S. law, he was able to hash
out and explain the conceptual problems
that were holding up the client in a case
that involved a Chinese company investing
in the United States. The company and the
lawyers had misconceptions about U.S. law
that Dickinson straightened out.
“It’s more than knowing Chinese,” he
says. “You have to know the concepts; you
have to know why they’re making the mistakes they’re making.”
Although Dickinson’s cases seldom go to
court, he has managed several criminal
proceedings in China. But he didn’t get a
chance to use his skills on the courtroom
floor. “Foreign lawyers aren’t permitted
to,” he says. “That’s a really strict rule in
China. In the courtroom itself, only
Chinese lawyers are allowed to appear at
the bench.” Still, Dickinson, who last year
spent 50 percent of his time living in China
and plans to spend 70-80 percent there
this year, gets much use out of his language
skills while he’s there.
But Dickinson hasn’t forgotten his
roots. One benefit of spending so much
time in China is that he has been able to
bring his passion for art along for the
ride. Besides owning his own art gallery
in Seattle, the Phoenix Rising Gallery, he
has also begun a glass-blowing project in
China. The project involves working with
glass-blowers there to create glass-blown
art using U.S. designs.
“There’s only one town [in China] that
really has a tradition of blowing glass,”
says Dickinson. “They knew how to blow
glass, but they didn’t have any concept of
design.” Most of the glasswork done in
China, he says, is solid, not blown.
Dickinson is also working on an
exchange program between Chinese and
American glass blowers. “They have some
skills that no one in the United States has
with sculptural glass,” he says.
– Margot Walker
DENNIS WISE / STUDIO 3 INC.
BEIJING’S best have nothing on Steven Dickinson. The attorney
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KAREN SUTHERLAND
The Artist
Ogden Murphy Wallace PLLC (OMW) in Seattle, she generally puts in 11hour workdays, half-days on Saturdays and writes articles on Sunday for
the King County Bar Bulletin, a publication put out by the King County Bar
Association.
The time left over? Well, it isn’t spent
watching reruns of “Law and Order.” As
with a number of attorneys in this state,
Sutherland has woven remnants of her
days into quite the side career: making art
out of glass.
She’s always had a lifelong passion for
the stuff. As a kid she collected polished
shards on the beach and glued them to
wood. She cut glass and turned bottles
into candleholders or planters.
She then took her glass passion to
another level, studying for years (mostly
during a sabbatical) at the Pratt Fine Arts
Center in Seattle and the Pilchuck Glass
School in Stanwood, founded by the
world-renowned glass artist Dale
Chihuly.
Her work isn’t confined to her home.
The company needed someone with an
eye for design, so she volunteered to decorate the office with her artwork and
some from the Seattle Art Museum’s
rental collection.
“I’ve got art all over the office,” she
says. Sutherland also opened her own
studio, Sutherland Art Glass. She sells
pieces through her website and spends
about 10 hours a week creating art.
Her creative outlet has become a communication aide or icebreaker when
she’s interviewing witnesses at OMW,
where she is the chair of the employment
and labor practice area and specializes in
construction and product liability law.
“Being able to chat about [it] makes
them less intimidated by the fact that
they’re sitting there with a lawyer,” she
says of her interviews with witnesses.
Sutherland’s working knowledge of art
materials has also come in handy in several cases. In a case where someone had
54 WASHINGTONCEO
• MARCH 2006
been injured by shattered glass,
Sutherland found her working knowledge
of glass very helpful.
Another case involved intellectual
property interests relating to art. There,
too, her knowledge of art design and how
art is made – defining how one piece is
similar or different from another – was
very beneficial.
Then there’s the attention to detail in
glasswork that crosses over into her legal
world. “[It] helps me a lot in reading people,” says Sutherland.
In the courtroom, particularly, it helps
her sense the “dissonance” when someone on the stand is giving inconsistent
information. “In art you assess situations
and try to find harmony and consistency,
and you notice things that stand out as
being different.”
For Sutherland, even the courtroom
becomes a place to highlight dissonances
and “put across an image of harmony” to
weave the tapestry of a case.
– Margot Walker
DENNIS WISE / STUDIO 3 INC.
KAREN Sutherland doesn’t have a lot of free time. As a partner at
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ROB McKENNA
The Cop
ing news almost on a daily basis. Getting your name – and the name of your
organization – in front of consumers regularly, for free.
But, then again, that’s not too difficult if
you are the state’s “Top Cop,” Attorney
General Rob McKenna. And if you are an
activist, working to protect the rights of
the state’s citizens.
In recent months, McKenna has been
all over the newspapers. Fighting
methamphetamine use. Toughening sexoffender laws. Warning consumers about
scams. Bringing junk e-mailers to justice.
And all of that in just two months.
McKenna, a moderate Republican, has
been in office just over a year, taking the
place of Christine Gregoire who left
after winning the gubernatorial post. In
that relatively short time, he has established a record for taking on tough
issues and winning. Is such activism
unusual for the state’s top public
lawyer? McKenna says no, not compared
to other attorneys general around the
country. But it is rare that an AG would
move so quickly, he acknowledges: “For
someone who has just finished his
freshman year [as AG], it is unusual in
the policy arena.”
Where does all of this legal initiative
come from? Partly from his background.
A 1988 graduate of the University of
Chicago Law School, one of the nation’s
best, he has been a leader in community
work since shortly after he arrived in the
Pacific Northwest. His resume for community involvement includes 12 organizations – from the Rotary and the Boy
Scouts of America to the Eastside
Domestic Violence Program – that he has
been involved with, mostly as co-chair or
board member.
He was a King County Councilman from
1996 to 2005, an elected position he left to
become attorney general. His activism
has led to a number of awards, including
the national “Distinguished Eagle Scout
56 WASHINGTONCEO
• MARCH 2006
Award” and an “outstanding” rating by
the Municipal League of King County.
McKenna credits his decade on the
county council for the experience of being
able to accomplish things politically. “It
educated me in some public policy areas
like consumer safety,” he explains. “It
familiarized me with the legislative
process. I am very comfortable working
with legislators because I understand legislators.”
The experience as a councilman also
taught him to set political goals. “I came
to the office of attorney general with a
clear idea of what I wanted to accomplish
in the public policy arena,” he says, going
on to list those goals: open government,
fighting methamphetamine use, expanding consumer protection and battling
identity theft. All those issues that make
front-page news.
Might McKenna follow the path laid
down by Gregoire and use the position of
AG to move up another rung in the political ladder? For now, the answer would be,
“No.” He’s enjoying his “Top Cop” job too
much, for now. “My only definite plans
are to run for re-election in 2008,” he
states. “The attorney general is the best
job a lawyer can have. It’s very rewarding
and very interesting.”
But, like any good politician, he’s keeping his options open. Beyond 2008, he
says, “Who knows?”
– Scott Williams
DENNIS WISE / STUDIO 3 INC.
HE’S doing something most CEOs would give their eyeteeth for – mak-
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MISCHELLE FULGHAM
The Pugilist
the teenage girl happily accepted the well-paying job at the assembly line.
Two weeks later, the supervisor convinced her to run a work-related errand
with him. After the errand, he casually
pulled off the road, parked, then sexuallymolested her.
She went to the police, and he was
locked up. Mischelle Fulgham, a partner
in the Spokane firm Lukins & Annis P.S.,
latched onto the criminal case, working
behind the scenes supplying prosecutors
with all the evidence she could bring forward. The defense attorney brought forward the teenager, put her on the stand
and ripped into her.
“Absolutely ruthless,” Fulgham says of
the defense attorney’s examination of the
teenager. “They put her through the
ringer, had her mentally evaluated, tried
to make the jury think she was crazy.”
Unswayed, the jury unanimously convicted the man. But the mental beating the
teenager endured in the case stuck with
Fulgham, who was determined to fight for
her in the fast-approaching civil case. The
goal was to win. But even greater was to give
the teenager sanctuary from the stand.
“I started the civil case based on res judicata, the act speaks for itself,” Fulgham
says. “The defendant denied it happened
in the criminal case.” But because he’d
been convicted, he couldn’t deny it in the
civil case. The strategy worked and the
teenager was spared the stand.
“That was huge for the girl and her family, and that was a big deal to me,”
Fulgham says. “That was so important to
protect her, because it’s so hard, so traumatic that sometimes the victory at the
end, they wonder if it’s worth it.”
Fulgham was further able to get the
employer (who had known the assaulter
for years) and the assaulter both to pay a
substantial settlement. The company had
to pay because it did not have a sexual
harassment policy in place, a sexual
harassment compliance officer in place
58 WASHINGTONCEO
• MARCH 2006
and, says Fulgham, “most egregiously,
they didn’t believe her.”
NO BULLYING
Fulgham has secured a reputation as
being boxer-tough, coming ultra-prepared and never wincing.
“I don’t show any intimidation,” she
says. “I’ve learned early on that if the
other side thinks they can bully you, then
you’ve lost half the battle already.” She
also says female attorneys, if they want to
win a case in the courtroom, especially in
conservative areas, cannot appear hysterical or overly aggressive. “If you come
across that way, you’re dead with the jury.”
So instead of appearing “bitchy,” Fulgham
takes a more subtle approach to finding
“six different ways that people have lied.”
The fighter in Fulgham exists outside
the courtroom as well. She is the mother
of a one-year-old and has become a
stranger to sleep. Her husband is a pilot
for United Parcel Service and is
away days at a time. She spends
most of her week in Spokane,
but averages two days a week at
the Coeur d’Alene office. Her
major outlet is running. She
loves to run (as do several in the
law firm who introduced it to
her a couple of years ago) and
has
entered
numerous
marathons throughout the state
and western part of the country.
Yet, last July, during a normal
physical examination, her doctor felt a lump in the front of
her throat. An ultrasound was
performed, then a needle aspiration drawing fluid and tissue.
She had no pain, no symptoms,
but there the cancer was.
“I convinced myself that it
wouldn’t be anything,” she
recalls. “I remember talking to
Terry [Whitten, partner at Lukins &
Annis] and saying ‘I really don’t want to
have cancer.’”
The thyroid cancer, doctors at
Deaconess Medical Center in Spokane
told her, was 97 percent curable. She has
since had three surgeries and is undergoing radiation therapy, which, she says,
makes her feel tired all the time. But
things are looking promising, and she will
never complain.
“A partner here has a 36-year-old
daughter who ran marathons, just like
me, and there was nothing they could do.
It hit our firm hard,” Fulgham says. “I’m
going to her funeral. I’m lucky.”
Since beginning with Lukins & Annis in
1992, Fulgham has been a borderline
workaholic. But now, surveying her fortune in life, she wants to slow things
down. She wants to volunteer to tell her
story to other cancer patients (“I think I
owe it”). She wants to see her daughter
more and find balance.
“Luckily,” she says, “my firm has been
pretty supportive.”
– Myke Folger
SUPER SHOTS PORTRAIT STUDIO
ENTRUSTING a family friend who was the supervisor at the factory,
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by Walter Bryant
Ethics Under Fire
Washington's history of stellar business leadership includes its misdeeds as well as triumphs
CORPORATE raider Jay Gould, known as the “dark genius” of Wall
Street, is perhaps the best known practitioner of questionable business
ethics in American business history.
Between 1880 and 1920, the “robber
baron” speculator did it all, including
paying bribes to President Ulysses S.
Grant’s brother in order to gain insider
information about the gold market.
Gould bribed members of New York’s
legislature to change laws that didn’t
suit him. He illegally issued stock to
keep rivals from gaining majority shares
in his companies. In one scheme that
was as wickedly shrewd as it was darkly
evil, Gould borrowed shares from
investors, sold them, then planted stories in newspapers to drive the share
prices down. He then bought the shares
back at artificially lowered prices and
paid them back to the owners he’d borrowed them from, making huge profits
in the process.
In today’s business environment, much
of what Gould did would be impossible,
owing in no small part to government
watchdog intervention. Government
oversight of public companies has its
roots, in fact, in the period just after the
stock market collapse of 1929, when
Franklin Delano Roosevelt decided the
free market shouldn’t be quite so free
after all.
But in the late 1990s and into the 2000s,
there’s been what some pundits might call
a resurgence of ethical collapse. The very
public ethics struggles at Arthur
Andersen LLP, Enron Corp., Global
Crossing Ltd., WorldCom Corp., Adelphia
Communications, and Tyco International
are all examples.
Perhaps the epitome of this period,
which most of the nation watched while it
awkwardly unfolded on television, was the
trial and jailing of America’s best-known
expert on domestic matters, Martha
Stewart, for insider trading violations.
Here at home, it was Microsoft Corp.
www.washingtonceo.com
getting rapped on the knuckles for antitrust violations; The Boeing Co. being
caught gilding the lily for Department of
Defense contracts; a spate of shareholder lawsuits against high-tech companies
related to collapsing share prices amid
questionable management and accounting practices; and, heck, a Husky foot-
ball coach who was gambling on college
basketball games.
There was even a Mariners second
baseman, Bret Boone, who might have
been on the “juice” when his batting
average soared.
THE TROUBLE AT BOEING
The ethical collapses at Boeing have made
worldwide headlines and dogged the aerospace contractor. Despite having an Ethics
and Business Conduct Committee and a
strong, company-wide program, including
a well-publicized code of conduct, the corporate giant has had more than its share of
moral compass needle spinning.
For example, there was the matter of
Boeing getting caught with 25,000 pages
of documents belonging to arch-rival
Lockheed Martin Corp. during a 1998 bidding competition. There was Phil Condit’s
resignation in the wake of the Darleen
Druyun hiring scandal, which also resulted in CFO Michael Sears’ resignation and
subsequent four-month jail sentence (not
to mention the company losing a $1 billion
launch program contract). Druyun, a
Defense Department buyer when she was
discussing terms for a job at Boeing, was
sentenced to 9 months in prison.
Subsequently, U.S. Air Force Secretary
James Roche resigned.
THE NEXT GENERATION
Are new business school graduates coming into the American business culture
better equipped to deal with ethical issues? “In some ways people are rewarded in
our culture for taking shortcuts,” says Seattle University’s Dana Gold. “People
aren’t rewarded for ethics. The Enron debacle – certainly that was terrible, but I
don’t know if it necessarily changed business practice. Business is competitive
and political, and people are still being rewarded for short-term versus longterm value, and of course there’s still a focus on money.”
Says SU’s ethics expert Professor John Dienhart, “All the skills in the world
won’t create the desirable result if there’s a corrupt culture.”
Dienhart points to Warren Buffett’s hiring philosophy: “Buffett says, ‘hire for
knowledge, skills and integrity. Because without the last thing, the first two will
kill you.’”
WASHINGTONCEO • MARCH 2006
59
IS SHARE PRICE
THE BEST
INDICATOR?
Dana Gold of Seattle University’s Center on
Corporations, Law and Society, makes the
argument that share prices historically
have been the sole indicator of the health of
a publicly-traded company.
But in a new ethics era, she argues, some
companies are focusing on other things
and taking a more long-term view.
“Share price is one indicator,” she emphasizes. “For those
companies that are internalizing an ethical culture, they are
thinking about the long term, creating value by understanding
how their business models are affected by their value systems,
the intangibles – things like brand value, public trust,
employee loyalty, and treating employees with respect.”
Gold says emphasis on these intangibles is a paradigm shift.
“It dictates a different way for boards and management to
really think about the role of their company, in terms of their
practices.”
A LITTLE HISTORY
Dienhart points out that ethics as a subject
of study in business goes all the way back to
1881, when John Wharton founded the
Wharton School of Business. “He was a
Quaker,” Dienhart says. “He felt that
‘ethics’ was only being applied in the sense
of creating foundations, or contributing to
museums. But Wharton believed the
biggest ethical threats happen inside
businesses and between businesses in
business-to-business transactions. He
wanted to found a school that would focus
on good, ethical and honest business activity at the everyday level.”
Since that time, business ethics as a topic
of study, business application and government attention, has comes in waves. “In
the 1970s there was Watergate,” Dienhart
says. “Then the Lockheed bribe that
brought down the Japanese government,
60 WASHINGTONCEO
• MARCH 2006
and the Lockheed executives
era usually result in watchdog
resigning. That resulted in the
legislation from an anxious
Foreign Corrupt Practices Act,
government trying to protect
passed in 1977.”
and/or appease its outraged
Dienhart says that ethics
citizenry.
textbooks began making
The most modern example is
appearances in business
the now well-known Sarbanesschools shortly after that,
Oxley Act, passed in 2002.
around 1979. “Scandals accelPut forth by U.S. Sen. Paul
erate ethics as a topic, and
Sarbanes (D-Maryland) and
government reaction,” he
U.S. Rep. Michael Oxley (Rsays. “Then it plateaus and it’s Dana Gold is the
Ohio), “SOX” requires all
quiet again, until another director of Seattle
publicly traded companies in
University’s Center
scandal erupts.”
the United States to submit
on Corporations,
True to form, Dienhart says Law and Society.
annual reports detailing
things went smoothly for a
internal accounting controls
while, until the savings and loan collapses to the Securities and Exchange
of the 1980s. “Then we went through Commission (SEC). It’s similar to the
another ‘dry’ spell in the 1990s,” Dienhart Turnbull document for the London Stock
says. “The economy was growing so much, Exchange.
no one was asking questions. But when the
An even more recent example of the
economy shrinks, people want to know government attempting to reign in this
where the money went. It’s a lot harder to new spate of ethics violations is the targethide debts and losses when your revenue ing of government acquisition programs
is shrinking.”
for reform, led by Capital Hill luminaries
such as Sen. John McCain (R-Ariz.).
THE GOVERNMENT STEPS IN
McCain was instrumental in uncovering
As Dienhart points out, what usually hap- violations between the Air Force and
pens in the wake of corporate malfeasance Boeing, and since then has become a
is government intervention. Whether it leading public figure in the effort to
was the ethics, governance and compli- reform how the government buys from
ance failures that contributed to the stock the private sector. “Government regulamarket collapse in 1929, or the disclosure tion is tied to scandals,” Dienhart says.
of illegal Gulf Oil LP campaign contribu- “When we have scandals that affect a lot of
tions during Watergate or the roiled wake people, voters demand that something
of Enron followed by WorldCom’s bank- must be done. From that, you have things
ruptcy, scandals and ethics violations at like the Sherman Antitrust Act (1890),
publicly held companies in the modern which was a populous revolt against the
ANIL KAPAHI / SEATTLE UNIVERSITY
Not long afterward, the airplane giant
was rocked by Harry Stonecipher’s resignation due to what was called “an improper relationship with a female executive.”
Stonecipher’s indiscretion was made
worse by his proclamation that as CEO he
would clean up Boeing with a zero-tolerance ethics policy.
Ethics expert Professor John W. Dienhart,
who holds the Frank Shrontz Chair for
Business Ethics at Seattle University, and
is director of both the Albers Business
Ethics Initiative and the Northwest Ethics
Network, says it’s important to look at
these recent ethics events in an historical
context first.
Good examples? “Look at Wal-Mart,
and then at Costco,” she says. “At Costco,
they are overtly committed to investing in
their employees, not paying them the
absolute minimum and asking the government to pay their healthcare, which is
the Wal-Mart model. They’ve created
incredible
consumer
loyalty,
good
employee
retention…they’ve even put a cap on profits on certain
products, which is a better and more consistent return than
constant cost-cutting. The Costco model is the model of
understanding the intangible value of a company.” Gold says
Starbucks is another such positive model. “They’re the
same model,” she says, “focusing on what it means to be
environmentally conscious, to treat your workers well. I
think that these are two very significant models for ethical
principles with sustainable business models that also create
incredible profit models.”
www.washingtonceo.com
CULTURE SHIFT OR RED TAPE
Dana Gold is the director of Seattle
University’s Center on Corporations, Law
and Society. She teaches whistleblowerprotection law and corporate governance
to law students.
“There was a shift away from ethics,”
she says of the 1990s, “that resulted in
financial fraud, accounting misrepre-
www.washingtonceo.com
ical place, where [people] do
sentation. But post-Enron,
the right thing. But it’s not just
there’s been a movement to
the CEO; it’s also at the board
create more ethical business
level. The more advanced
cultures, and the governboards know they have a
ment’s created regulation
responsibility for the tone that
(like SOX) to support better
they and the CEO set.”
corporate governance.”
Dienhart says “culture”
Gold, however, isn’t positive
isn’t a fuzzy term. “Culture is
that a culture shift has or will
just the way things are done,”
be achieved. SOX, she says,
he explains. “If you smell
is a legal framework. “Now
something fishy, is it common
we have to make sure we’re John W. Dienhart, an
practice to ask about it? Or is
checking off the boxes, to expert in ethics and
of the Frank
the common practice to keep
fulfill our obligations to the holder
Shrontz Chair for
SEC. It’s a more formulaic, Business and Ethics at your mouth shut and your
procedural response. The Seattle University, says head down? Most people walk
into an organization and know
point was to create more when the economy
ethical cultures, but it ends shrinks, more corpora- within 15 minutes which one
they’re in.”
up, arguably, being a dis- tions are exposed.
Changing culture, most
traction when you focus on
business experts agree, is a very difficult
compliance.
Says Dienhart, “It really comes down to thing to do. “WorldCom had to change
the way companies are being run – who’s in completely,” Dienhart says. “They changed
charge of the culture. We use a term called their senior management. They imple‘tone at the top’ – that tone has to be right mented an extensive ethics program. You
for those below that level, in order for have to move the culture toward an open
them to trust that their company is an eth- talk about ethical issues.”
ANIL KAPAHI / SEATTLE UNIVERSITY
oil companies.”
But does government regulation after
ethics violations make things better?
“Well, you know that government is doing
this because people are upset,” Dienhart
says. “The representatives and senators at
state and federal levels are responding –
that’s the way democracies are supposed
to work – but that doesn’t mean the
process churns out the best law. But no
one should be surprised that government
gets involved.”
Dienhart says he’s not even sure SOX
would have been introduced, if WorldCom
had not declared bankruptcy a scant four
weeks after the rage over Enron was starting to die down.
WASHINGTONCEO • MARCH 2006
61
MOVEMENT TO ALIGN
“In the 1980s there was a real move to
align management with shareholders,
when you have executives getting paid in
stock and stock options, to align their
interests,” Gold says. But with golden
parachute packages for executives, which
gave them quick-outs and lessened their
accountability, the ratcheting of salaries
and more stock options, “this created a
very distorted environment where tons of
money was moving around very quickly,”
she points out. “There weren’t really
effective checks and balances in place.”
Gold also points to the board of directors. Most boards are hand-picked by
their CEOs, and many are chaired by
CEOs. “Boards weren’t very active,” she
says. “Boards weren’t independent.”
But that’s changing, at least in some
companies. Says Dienhart, “I think boards
are becoming more aware of their duty to
make sure the controls are right, that
CEOs aren’t hand-picking their boards.
There’s a trend toward people being
picked for a board because they’re good at
what the board needs – a marketing
emphasis, a finance emphasis or a corporate governance emphasis. They are less
and less the CEO’s friends.”
Even stockholders may have to change.
Rather than an emphasis on short-term
gains, stockholders should invest for
longer-term, sustainable growth. From
this longer-term viewpoint, Gold says, not
breaking the law and doing the right thing
– even if these things produce a financial
hit – have more value.
HUMAN FOIBLES
Despite all the business, law and economic theory behind what’s happened ethically these past few years, a lot of it boils
down to how humans behave. Gold points
out that trying to maximize shareholder
profit, and thus personal profit, can
explain a lot. “But it can’t explain everything,” she says. “I think some of it comes
down to ego and greed. People were intoxicated by the tremendous amount of
money being paid. Millionaires by age 30,
this incredible infusion of money, to people who hadn’t had this access to money
before.”
Gold says, “This is heady, this incredible
wealth generation, and the culture of the
CEO rockstar. There were some real cultural issues around this. People liked
what that represented, a human interest
62 WASHINGTONCEO
• MARCH 2006
www.washingtonceo.com
and greed and not thinking about the
long term.” But Gold points out the market can create equilibrium when things
go too far askew.
“Of course there was a huge bust,” she
says. “And now a radical shift, when the
bottom fell out and the fraud that fed the
frenzy was exposed. Now there’s a real cultural perception that’s no longer about the
rockstar CEO . . . you see CEOs in handcuffs
now . . . and executive compensation is the
most active issue in shareholder interests,
addressing that distortion between worker
salaries and executive salaries.”
GOING FORWARD
Dienhart says it’s important to realize that
Boeing’s difficulties really centered
around three events that went terribly
wrong, in a company of 150,000 people
who were “… fundamentally trying to do
their job well. So you need to put it in perspective. The Sears/Druyun affair, that
was beyond belief,” he admits. “The right
or wrong of that is so clear. Condit’s resignation came in the wake of that. And the
Stonecipher issue – well, people still disagree about that, but if she’s an executive
in the chain of command and he’s the
www.washingtonceo.com
CEO, you can’t have an affair with them.
And if you do you should disclose it, even
if that seems odd.”
But Boeing made self-corrections,
Dienhart says, to the point where the
ethics expert now calls the company “A
poster child for having an ethics program. They really are running the most
extensive, most monitored, the most
careful ethics program in the country for
a publicly held company. I can’t imagine a
program more thorough and rigorous. At
Boeing, there’s a real urgency to get this
right.”
What Boeing and other companies are
doing, Dienhart explains, is trusting, but
verifying. “Boeing doubled the number of
people in ethics,” he says. “And now
ethics officers report to corporate rather
than their own business units. Their paychecks are cut at corporate, rather than in
their own business units. You have to have
the right structure, the right incentive
programs.”
Boeing has also made it easier for their
employees to report abuses, making
reporting to their internal hotline an easier process. “Boeing is changing their corporate climate,” Dienhart says. “There are
two major reasons why people don’t report
ethics problems: they don’t think anything
will come of it, or they fear retaliation.”
Dienhart says Boeing is working to change
both of those things.
What’s interesting, according to
Dienhart, is that all these new framework
documents, such as England’s Turnbull
for the London Stock Exchange and SOX
here in the United States, is that they all
start with the importance of corporate culture, in which “ethics, honesty and fidelity are just a way of life. These aren’t things
you add on at the end of the project.”
Walter Bryant is a Seattle-based freelance
writer.
WANT TO KNOW
MORE?
Seattle University is leading a conference
this summer, July 6-7, titled “Business
Ethics in the Corporate Governance Era.”
For more information, contact Professor
John Dienhart at 206-296-5714 or by
email at [email protected].
WASHINGTONCEO • MARCH 2006
63
AT T O R N E Y
S
P
E
C
I
A
L
A
D
V
E
R
T
I
S
I
N
G
S
P R O F I L E S
E
C
T
I
O
N
David C. Groff
Michael J. Murphy
Stephen T. Parkinson
Groff Murphy
Groff Murphy
Groff Murphy
300 E. Pine Street
Seattle, WA 98122
Tel: 206-628-9500
Fax: 206-628-9506
[email protected]
www.groffmurphy.com
300 E. Pine Street
Seattle, WA 98122
Tel: 206-628-9500
Fax: 206-628-9506
[email protected]
www.groffmurphy.com
300 E. Pine Street
Seattle, WA 98122
Tel: 206-628-9500
Fax: 206-628-9506
[email protected]
www.groffmurphy.com
PRACTICE AREAS:
PRACTICE AREAS:
PRACTICE AREAS:
Construction
•
Government Contracts
•
Complex Dispute Resolution Litigation
Construction
•
Land Use
•
Real Estate
Environmental Law
Dave Groff practices in the areas of
construction law, government contracts and complex litigation. Mr.
Groff represents regional, national
and international contractors, engineering firms and owners in all
aspects of their business, from dayto-day counseling on routine matters
to complex dispute resolution. He is
a frequent lecturer on construction
law issues at both the local and
national level. He is a founding member of the Northwest Chapter of the
Design Build Institute of America. Mr.
Groff is a cum laude graduate of the
University of Michigan Law School
where he served as an editor of the
Law Review.
64 WASHINGTONCEO
• MARCH 2006
Mike Murphy represents developers
and contractors on a broad range of
land use, construction and real
estate issues. Mr. Murphy has represented clients on private and public projects across the state and the
country – from a master planned
community in King County to the
seismic retrofit of a bridge in the
Bay Area. He has extensive experience resolving disputes through
mediation, arbitration and litigation,
and routinely represents developers
in transactions and complex landuse proceedings. He graduated
magna cum laude from Georgetown University Law Center and is a
member of the Utility Contractors
Association of Washington, the
Master Builders and the Associated
General Contractors.
Steve Parkinson’s practice focuses
on environmental law, including
real estate transactions involving
contaminated properties, cleanup
and cost recovery actions under
state and federal superfund law, natural resource damages claims, and
stormwater and wetlands issues.
Mr. Parkinson is Vice-Chairman of
the American Bar Association
Committee on Superfund and
Natural Resource Damages and a
member of the Board of Trustees of
the Association of General Contractors of Washington. He graduated
cum laude from Harvard Law
School and clerked for the
Honorable Thomas Zilly, United
States District Court for the Western
District of Washington.
www.washingtonceo.com
Richard T. Beal, Jr.
Stanislaw Ashbaugh LLP
4400 Columbia Center
701 Fifth Avenue
Seattle, WA 98104
206-386-5900
PRACTICE AREA:
Insurance Coverage
Rick Beal’s practice focuses on disputes and litigation involving insurance coverage and claims handling for
every kind of commercial policyholder.
As a result, Mr. Beal has focused on a
broad array of policy disputes, including those concerning comprehensive
general liability, builders risk, errors
and omissions, directors and officers,
wrap coverage and specialty commercial policies. Mr. Beal handles a
wide range of insurance disputes
across the country including claims
against insurance companies relating
to bad faith and Consumer Protection
Act violations and coverage issues
related to natural disasters, property
damage, business interruption losses, intellectual property and advertising injury claims.
www.washingtonceo.com
WASHINGTONCEO • MARCH 2006
65
T O P WA S H I N G T O N
Washington’s Most Amazing Attorneys
Attorneys were selected for the list through a voting process involving law firms throughout the state • Compiled by Margot Walker
Attorney
Firm
Location
ANTITRUST & TRADE REGULATION
David C. Lundsgaard
Paul R. Taylor
Graham & Dunn
Byrnes & Keller
Seattle
Seattle
ARBITRATION & MEDIATION
Lawrence R. Mills
Christopher J. Soelling
Fredric C. Tausend
Mills Meyers Swartling
Christopher J. Soelling PLLC
Preston Gates & Ellis
Seattle
Seattle
Seattle
BANKING & FINANCIAL
Norman B. Page
Davis Wright Tremaine
Seattle
BANKRUPTCY & WORKOUT
Sheena R. Aebig
Marc L. Barreca
Gayle E. Bush
Jack Cullen
Kimberly Osenbaugh
Williams Kastner & Gibbs
Preston Gates & Ellis
Bush Strout & Kornfeld
Foster Pepper
Preston Gates & Ellis
Seattle
Seattle
Seattle
Seattle
Seattle
BUSINESS LAW
Greg F. Adams
Davis Wright Tremaine
James L. Austin, Jr.
Karr Tuttle Campbell
Kumi Yamamoto Baruffi
Graham & Dunn
Scott Bell
Cairncross & Hempelmann
Bruce T. Bjerke
Riddell Williams
John P. Braislin
Betts Patterson & Mines
C. Kent Carlson
Preston Gates & Ellis
Stephan H. Coonrod
Preston Gates & Ellis
Michael D. Dwyer
Lane Powell
Stephen D. Fisher
Bullivant Houser Bailey
Patrick J. Franke
Graham & Dunn
Stephen M. Graham
Orrick Herrington & Sutcliffe
G. Scott Greenburg
Preston Gates & Ellis
Allen D. Israel
Foster Pepper
Gary J. Kocher
Preston Gates & Ellis
David R. Koopmans
Short Cressman & Burgess
Paul M. Larson
Larson & Perkins
Mike Liles
Karr Tuttle Campbell
Walter M. Maas III
Karr Tuttle Campbell
Michael E. Morgan
Lane Powell
R. Thomas Olson
Miller Nash
Bruce M. Pym
Heller Ehrman
Geoffrey G. Revelle
Stoel Rives
Vincent A. Ricci
Orrick Herrington & Sutcliffe
Bruce A. Robertson
Garvey Schubert Barer
Matt W. Runkel
Hallisky & Philipp
Alan C. Smith
Orrick Herrington & Sutcliffe
John M. Steel
DLA Piper Rudnick Gray Cary US
66 WASHINGTONCEO
• MARCH 2006
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Yakima
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Attorney
Jack G. Strother
David K.Y. Tang
Michael Tobiason
Matthew S. Topham
Firm
Location
Graham & Dunn
Preston Gates & Ellis
Graham & Dunn
Preston Gates & Ellis
Seattle
Seattle
Seattle
Seattle
CIVIL TRIAL
Kelly Corr
Corr Cronin Michelson Baumgardner & Preece Seattle
Jenny A. Durkan
Law Office of Jenny Durkan
Seattle
Mischelle R. Fulgham
Lukins & Annis
Spokane
P. Arley Harrel
Williams Kastner & Gibbs
Seattle
Thomas V. Harris
Perey-Harris Trial Lawyers
Seattle
Paul N. Luvera
Luvera Law Firm
Mt. Vernon
Judy Massong
Peterson Young Putra
Seattle
Evan Schwab
Dorsey & Whitney
Seattle
Robert M. Sulkin
McNaul Ebel Nawrot & Helgren
Seattle
Christopher W. Tompkins
Betts Patterson & Mines
Seattle
COMMERCIAL LITIGATION
Randy J. Aliment
John A. Bender
Margaret M. Boyle
David J. Burman
Rudy A. Englund
Larry S. Gangnes
David R. Goodnight
Henry C. Jameson
Scott A.W. Johnson
Barry M. Kaplan
Jerry Kingdinger
Bruce E. Larson
Roger D. Mellem
James D. Nelson
Ralph H. Palumbo
James P. Savitt
William R. Squires III
Jerry N. Stehlik
David F. Taylor
Stephen C. Willey
Jay H. Zulauf
Williams Kastner & Gibbs
Ryan Swanson & Cleveland
Hallisky & Philipp
Perkins Coie
Lane Powell
Lane Powell
Stoel Rives
Jameson Babbitt Stites Lombard
Stokes Lawrence
Wilson Sonsini Goodrich & Rosati
Ryan Swanson & Cleveland
Karr Tuttle Campbell
Ryan Swanson & Cleveland
Betts Patterson & Mines
Summit Law Group
Savitt & Bruce
Summit Law Group
Bucknell Stehlik Sato & Stubner
Perkins Coie
Savitt & Bruce
Hall Zanzig Zulauf
Claflin McEachern
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Short Cressman & Burgess
Oles Morrison Rinker & Baker
Skellenger Bender
Bullivant Houser Bailey
Groff Murphy Trachtenberg & Everard
Ater Wynne
Hedeen & Caditz
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
CONSTRUCTION
John P. Ahlers
Sam E. Baker, Jr.
William J. Bender
Jeffrey G. Frank
David C. Groff, Jr.
Greg Harris
Arnold R. Hedeen
www.washingtonceo.com
T O P WA S H I N G T O N
Attorney
Firm
Robert Mahler
Andrew W. Maron
Kendall H. Moore
Michael J. Murphy
Scott R. Sleight
Aaron K. Owada
David H. Smith
Bullivant Houser Bailey
Short Cressman & Burgess
Short Cressman & Burgess
Groff Murphy Trachtenberg & Everard
Short Cressman & Burgess
Northcraft Bigby & Owada
Garvey Schubert Barer
Location
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
ENVIRONMENTAL & LAND USE
William H. Chapman
John Hempelmann
Tom Kilbane
Jeffrey W. Leppo
Donald E. Marcy
Bradley M. Marten
Joel R. Paisner
Stephen T. Parkinson
Preston Gates & Ellis
Cairncross & Hempelmann
Ater Wynne
Stoel Rives
Cairncross & Hempelmann
Marten Law Group
Ater Wynne
Groff Murphy
Trachtenberg & Everard
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
GOVERNMENT & ADMINISTRATIVE
Arthur A. Butler
Kent Caputo
Grace T. Yuan
Ater Wynne
Miller Nash
Preston Gates & Ellis
Seattle
Seattle
Seattle
Foster Pepper
Ogden Murphy Wallace
Davis Wright Tremaine
Miller Nash
Seattle
Seattle
Seattle
Seattle
Stafford Frey Cooper
Seattle
HEALTH
Attorney
Firm
Location
LABOR & EMPLOYMENT
Carolyn Cairns
John H. Chun
Rosemary Daszkiewicz
James R. Dickens
E. Ross Farr
Kathryn L. Feldman
Kelby D. Fletcher
Clifford Freed
Steven Goldstein
Jeffrey A. Hollingsworth
Mark A. Hutcheson
Otto G. Klein III
Richard J. Omata
Anne F. Preston
D. Michael Reilly
Jerome L. Rubin
Karen Sutherland
Sheryl J. Willert
Stokes Lawrence
Preston Gates & Ellis
Cairncross & Hempelmann
Miller Nash
Ogden Murphy Wallace
Ater Wynne
Peterson Young Putra
Frank Freed Subit & Thomas
Betts Patterson & Mines
Perkins Coie
Davis Wright Tremaine
Summit Law Group
Karr Tuttle Campbell
Garvey Schubert Barer
Lane Powell
Stoel Rives
Ogden Murphy Wallace
Williams Kastner & Gibbs
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Camden Hall
Stokes Lawrence
Seattle
Seattle
MARITAL & FAMILY
Camden M. Hall
Gail Wahrenberger
REAL ESTATE TRANSACTIONS & EMINENT DOMAIN
Bradley Berg
Donald W. Black
Susan G. Duffy
Robert Walerius
INSURANCE
A. Richard Dykstra
INTELLECTUAL PROPERTY RIGHTS
David A. Bateman
David V. Carlson
William O. Ferron, Jr.
Steven Fricke
Preston Gates & Ellis
Seed IP Law Group
Seed IP Law Group
Christensen O'Connor
Johnson Kindness
Seann W. Hallisky
Hallisky & Philipp
Karl R. Hermanns
Seed IP Law Group
Mark S. Parris
Heller Ehrman
Adam L.K. Philipp
Hallisky & Philipp
Stephen J. Rosenman, Ph.D.
Seed IP Law Group
Jeffrey M. Sakoi
Christensen O’Connor
Johnson Kindness
Richard G. Sharkey
Seed IP Law Group
Chad M. Smith
Hallisky & Philipp
Roger M. Tolbert
Orrick Herrington & Sutcliffe
Holly K. Towle
Preston Gates & Ellis
Scott G. Warner
Garvey Schubert Barer
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
INTERNATIONAL
Christopher J. Barry
Steven M. Dickinson
Daniel P. Harris
Dorsey & Whitney
Harris & Moure
Harris & Moure
Seattle
Seattle
Seattle
J. Patrick Aylward
Jeffers Danielson Sonn & Aylward
Michael A. Barrett
Perkins Coie
Janene A. Collins
Graham & Dunn
Jerry A. Creim
Williams Kastner & Gibbs
Michael R. Garner
Stokes Lawrence
Kathleen J. Hopkins
Real Property Law Group
Michael D. Kuntz
Foster Pepper
Michael McCormack
Jameson Babbitt Stites Lombard
Jane Rakay Nelson
Lane Powell
Scott B. Osborne
Preston Gates & Ellis
Donald E. Percival
Heller Ehrman
David H. Rockwell
Stoel Rives
Shannon J. Skinner
Preston Gates & Ellis
Larry J. Smith
Graham & Dunn
Gordon W. Tanner
Stoel Rives
Guy I. Towle
Miller Nash
Daniel Charles Vaughn
Cairncross & Hempelmann
Wenatchee
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
WILLS, TRUSTS & ESTATES
Dean V. Butler
Eric Fahlman
Dorothy K. Foster
Marcia K. Fujimoto
Wendy S. Goffe
Douglas C. Lawrence
Sandra Lynn Perkins
Kenneth L. Schubert
Barbara C. Sherland
Livingston Wernecke
Ann T. Wilson
Carney Badley Spellman
Fahlman Olson & Little
Foster Law Group
Graham & Dunn
Graham & Dunn
Stokes Lawrence
Sandra Lynn Perkins
Garvey Schubert Barer
Stoel Rives
Betts Patterson & Mines
Law Offices of Ann T. Wilson
Seattle
Seattle
Bainbridge
Island & Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Seattle
Every possible attempt has been made to compile correct information for this list within a reasonable time period. Please send comments to [email protected].
www.washingtonceo.com
WASHINGTONCEO • MARCH 2006
67