We recently caught up with Brechje Hertoghs (LN, ’10), Deputy General Counsel at Generation Investment Management. Brechje reflects on her time at Davis Polk, the challenges of working parents, and promoting work-life balance.
You started your career with Davis Polk in the New York office before moving to the London office. Tell us about your start with the firm.
I was a Dutch law grad with a fresh Harvard LL.M., diving into the post-financial- crisis job market of 2010. Talk about timing! While many U.S. firms were cautious about hiring international graduates, Davis Polk saw the advantage of a European perspective.
I kicked off at the NYC “mothership,” building my network and cutting my teeth in M&A and Derivatives. After a year of Big Apple hustle, I moved to London. My continental background became my secret weapon in the capital markets arena. Davis Polk had the foresight that my ability to explain U.S. securities laws in Dutch while deftly handling a cheese sandwich and a glass of milk would strike a chord with our Dutch clients.
Do you have a memory of your time at Davis Polk that you would like to share?
It’s hard to choose just one! I fondly remember working on an equity offering for Capitec, a South African bank focused on improving consumer welfare and contributing to economic development. We worked around the clock, slept under our desks, and were accompanied by mice in the small hours at the Gresham office. It was an intensely rewarding team experience and reminded me how much I want to be involved with businesses that succeed in using finance as a force for good.
Oh, and I can’t forget the time I missed a flight because I was closing a deal from the airport! Picture this: me, a frazzled lawyer, commandeering an airport check-in desk like it was my personal office. Bewildered travellers probably thought I was the world’s worst airline employee. I managed to close the deal, but in a twist of fate, I closed myself right out of my own flight. Next time, I’ll just set up my law office in the duty-free shop, at least then I would have snacks!
Tell us about Generation Investment Management and what prompted you to join them.
In 2016, I made the leap to Generation Investment Management (GIM), a sustainable investment firm with over 100 people that manages or supervises around $44 billion. GIM was founded by former U.S. Vice President Al Gore and former Goldman Sachs executive David Blood with the vision to see sustainable investing become best practice.
My time at Davis Polk had been rewarding – I had climbed out of the trenches and was leading deals and teams daily. I wasn’t looking to leave unless something unique came along. Enter an outstanding recruiter with a proposition that seemed tailor-made for me. “I’ve found what you’re looking for,” he said. “Opportunities like these don’t come by often.”
He wasn’t exaggerating. After a rigorous interview process, I knew GIM was the right fit. The firm’s mission resonated deeply with me, and the prospect of diverse work coupled with increased business exposure was compelling. How could I say no to that?
You are currently DGC at Generation Investment Management. Tell us about your role and how it has evolved since you joined as a Senior Associate in 2016.
As DGC at GIM, my responsibilities span both investment-related and client-related activities. Transitioning from private practice was an adjustment. Suddenly, I was handling everything from Canadian real estate to Taiwanese deals to printer contracts. The mix of work changed tremendously, and my time was valued differently – no more billing by the six-minute increment (both a relief and a curse!).
Initially, while based in the London office, I worked across all areas of the firm, including public equity, private equity, credit, compliance and infrastructure. In 2018, I was based in the San Francisco office, serving in both my legal role and as the U.S. Chief Compliance Officer. Later that year, I embarked on an executive MBA program at INSEAD, one of the most valuable experiences of my life. I strongly encourage anyone who is considering this!
Since 2019, I’ve focused more on our private equity strategies, which I enjoy for their dynamic nature and intellectual challenge. For instance, we’ve built out a new strategy with innovative terms that better align with sustainable, long-term investing. I love the entrepreneurial vibe and the chance to think creatively in an industry that has been set in its ways for far too long.
Was there an individual (or individuals) at Davis Polk who played an especially important mentoring role for you during your time at the firm?
Rather than one mentor, I was fortunate to have many influential colleagues who elevated and supported others while staying calm under pressure. They became role models, inspiring me to empower the next generation similarly.
Linda Simpson showed me that a successful lawyer can be fun, creative, and kind. She taught me about derivatives and introduced me to fine Sancerre. In London, Jeff O’Brien fostered my growth through challenging opportunities. Paul Kumleben was a joy to work with, offering full autonomy, but always there when you needed him. Jeffrey Oakes impressed me with his vast knowledge and humility. Lastly, my bright peer Winnie Ling (now GC at Blend) made long nights at the printers memorable with Adele sing-alongs and her ever-changing candy supply. Sweet memories!
You have two young children. How has your perspective on balancing career and family evolved since becoming a parent?
Early in my career, a partner told me I was “one of the most likely people to have it all with a smile on your face.” I liked this, of course, and was determined to prove them right. Passionate about gender equality, I educated myself on the topic, joined women’s networks and worked hard, aspiring to be a role model. Then I had children, and reality still managed to catch me off guard!
I gained a profound appreciation for the challenges women face at this stage of their careers – both obvious and subtle. It’s an experience you can’t fully grasp until you live it. Don’t get me wrong – having a rewarding career and being present for a young family is possible, just not easy. The saying “it takes a village to raise a child” rings true, and that support system often doesn’t exist today. Dual-career couples generally face additional challenges balancing it all.
Having experienced those challenges, what advice would you offer?
We should actively support our emerging leaders by creating opportunities, providing resources, and championing them – throughout their careers, but especially during their family-building years. If we want more diversity and less “think leader, think male” mindset, we need to take a proactive approach and make conscious efforts. When building and managing a team, it’s crucial to take a long-term view, considering not just recent contributions, but past performance and future potential. The challenge lies in keeping this a priority amidst daily business demands. If we don’t, small “cracks” can build over time into the (gender) gaps that we aim to avoid, despite our best intentions.
(As an aside, I would make a similar argument for all employees wanting to pursue important life priorities, whether that is caring for family members, continuing education, dedicating time to nonprofit work, or something else.)
Lastly, we have to be realistic. We can’t control everything in our work or personal lives. But we can do more to address these challenges – and help others find their balance with a smile on their face.