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New CEO and GC Join the Team at Susan G. Komen for the Cure

Kristine Hughes

Texas LawyerLaw.com > In-House Counsel Home

June 7, 2007

http://www.law.com/jsp/ihc/PubArticleIHC.jsp?id=1181120731439

Texas Lawyer recently asked questions via e-mail of Moddelmog and Simpson. The discussion appears below, edited for length and style.

Texas Lawyer: Describe your career before joining Susan G. Komen for the Cure.

Hala Moddelmog, chief executive officer, Susan G. Komen for the Cure, Dallas: Prior to joining Komen for the Cure, I served as founder and CEO of Catalytic Ventures, a private equity firm that consulted and invested in the food service industry. Before that, I was president of Church's Chicken, a division of Atlanta-based AFC Enterprises. In that role, I served as the first woman in corporate America to lead an international quick-service restaurant brand. I also held executive management and marketing positions at Church's Chicken, Arby's Franchise Association and BellSouth.

TL: What are the most significant differences between serving as CEO of a nonprofit organization and as CEO of a for-profit corporation?

Moddelmog: It's incredible to wake up every morning and know that I'm working on something that can ultimately save lives. The level of passion and dedication of the people involved is tremendous. The organizations are very similar in that they both have an invested group of people working toward the same goal, but the governance of a nonprofit is very different in critical areas including mission and measurements.

TL: Does the fight against breast cancer have a special significance for you?

Moddelmog: Being a survivor added a different dimension. I am a five-year breast cancer survivor. Having had breast cancer gives me a unique perspective, a credibility and reliability with our audience.

TL: Komen for the Cure changed its name and logo after 25 years. What business and legal considerations played a role in that decision?

Moddelmog: As the leader of the global breast cancer movement, we are drawing a line in the sand, taking ownership of the strides we've made and declaring our uncompromising commitment to end this devastating disease. Our new name and logo leave no question about the only acceptable result of the work we do -- we are Susan G. Komen for the Cure. Also, the decision to change the organization's name is the result of significant research that showed an opportunity to extend our reach by linking the Susan G. Komen name with our strongest assets -- the Susan G. Komen Race for the Cure and series of "for the Cure" trademarks. This change is the result of years of deliberate work that included input from our affiliates, volunteers, partners and grantees. Internal research results prompted us to seek expertise from a branding agency and formulate an integrated marketing campaign with input from outside firms Duffy & Partners, Tracy-Locke and Weber Shandwick.

TL: The organization has announced plans to invest $1 billion in breast cancer research and community health and education programs in the next 10 years. How will it accomplish that?

Moddelmog: Komen recently announced it has awarded $82 million in scientific research grants. The investment is a significant milestone toward Komen for the Cure's goal of investing another $1 billion in breast cancer research and community outreach programs in the next decade. We pledge to invest more than $600 million in education and community health groups, more than $400 million in innovative breast cancer research and mobilize more than 10 million neighbors and friends. Ultimately, we pledge to save lives to spare future generations the pain of this disease. We have already invested $1 billion in the effort, making Komen the world's largest source of funds dedicated to ending breast cancer forever behind the U.S. government.

TL: You have been CEO for less than a year and now your GC is new. How can Komen benefit from the new perspectives?

Moddelmog: Kimberly Simpson has a unique combination of business, health care and nonprofit legal experience that we felt was the right fit for Susan G. Komen for the Cure. I wanted to make sure Komen had a legal executive who could really embrace and facilitate our mission, which is to save lives and end breast cancer forever by empowering people, ensuring quality care for all and energizing science to find the cures.

TL: What qualities are essential for general counsel at Komen?

Moddelmog: I wanted to hire a general counsel who had a combination of business experience and nonprofit legal experience. Because Kimberly has a background in marketing, which is my background as well, we can speak the same language. Kimberly is the kind of lawyer who works well with people and embraces our mission. She brings a strong understanding of research and grant making, which is an asset since Komen is the world's largest source of nonprofit funds dedicated to the fight against breast cancer.

TL: What are you most proud of achieving since joining the organization?

Moddelmog: There are two things, really. The first is being able to give significant examples during Komen's brand launch and 25th anniversary year kick-off that demonstrate how we've helped change the culture surrounding breast cancer. Komen has truly been the leader in the breast cancer movement. People didn't talk about breast cancer 25 years ago; they didn't share their stories. The second is continuing to advocate clinical and scientific advancements by investing in research to help answer the most urgent questions: What causes breast cancer, and how can it be cured and prevented? By the end of our 25th year, we will have invested close to $1 billion toward breast cancer research.

TL: What do you enjoy most about your job?

Moddelmog: I feel like this job is such a gift -- every day I have the opportunity to really make a difference with the help of researchers, activists and survivors all working to progress the movement forward. The people I meet in this job, from the staff to the people working in our affiliate offices and the scientists, are so passionate about what they do and have a tremendous sense of purpose.

TL: What do you like the least?

Moddelmog: Knowing that more than 200,000 women will be diagnosed with breast cancer, and 40,000 will die from the disease this year alone. Without a cure, in the next 25 years an estimated 25 million women globally will be diagnosed with breast cancer and an estimated 10 million will die from the disease. It's those statistics that make me want to fight even harder and continue to build our army of activists we can fight stronger.

TL: What role does the legal department play in your organization's decisions?

Moddelmog: We run Susan G. Komen for the Cure with the highest degree of honesty and integrity and in a way that maximizes our ability to find the cures for breast cancer. The legal team occupies an important seat at the decision-making table at Komen. I want strong leaders in all of our key areas, so they can help me do what is best to fulfill our promise to save lives and end breast cancer forever.

TL: How have the organization's legal needs changed?

Moddelmog: Komen has undergone tremendous growth since Nancy Brinker founded the organization in 1982, fulfilling a promise to her sister to do what she could to find a cure for breast cancer. With that growth, our grant-making power has grown, our number of partnerships has increased, and the number of affiliates has grown to 125 worldwide. All of these changes have caused a growth in our legal needs as well.

TL: What is your weekly interaction with your general counsel?

Moddelmog: Kimberly just joined us recently and has transitioned seamlessly into the organization. We talk, meet or correspond daily at this point, and, as with all of the senior leadership, we work as a team. I am glad to have her on board to bring the legal perspective to our decision-making and assume the important role of secretary of the board of directors.

TL: What did you do before becoming GC at Susan G. Komen for the Cure?

Kimberly Simpson, vice president and general counsel, Susan G. Komen for the Cure, Dallas: Before joining Susan G. Komen for the Cure, I was the vice president and general counsel of Texas Scottish Rite Hospital for Children, one of the nation's leading pediatric centers for the treatment of orthopedic conditions, certain related neurological disorders and learning disorders, such as dyslexia.

TL: How did your previous experience as counsel for the Scottish Rite Hospital prepare you for this role?

Simpson: Since Texas Scottish Rite Hospital for Children does not charge for its services, my role was a bit different from that of a traditional hospital GC. There was a heavy focus on fundraising and the stewardship that comes along with that fundraising. The hospital also has a robust research focus, having developed one of the leading spinal implant systems in the world. My work exposed me to basic science, clinical research and translational science from the grantee perspective. This is helpful in my current role since Komen recently announced $82 million in grant funding to grantees across the U.S. and the world. I am fortunate to have come from one great mission to another and from one great set of colleagues to another. My work now is similar, just on a larger scale.

TL: What are the most significant differences between serving as GC of a nonprofit organization and as GC of a for-profit corporation?

Simpson: Obviously, there are major differences in the legal framework affecting nonprofit and for-profit organizations. I admire and appreciate the role of the for-profit GC who deals with the legal and regulatory environment as it exists today. To me, however, the major difference is that I go home at night and feel very proud of the difference I am making in the fight against breast cancer in this country and around the world. My job is mission-driven, and my goal is to make Susan G. Komen for the Cure the most well-run, transparent organization that it can be so that our supporters will continue to believe in us.

TL: What is the size of your in-house legal staff?

Simpson: The legal staff consists of two additional attorneys and three paralegals, and the department also includes risk management, internal audit and support personnel.

TL: What kinds of legal issues will you face in the coming years?

Simpson: Susan G. Komen for the Cure is growing at a rapid pace, and the challenge for all of us ... is to position the organization to move to the next level in our mission to find the cures for breast cancer. I expect my issues in the short run will relate to systems and management of contracts. In the midterm, I think we may see a changing landscape in the regulation of nonprofits, which I welcome so long as the requirements are reasonable and do not hamper those organizations, like Komen, that have an incredibly large mission spend each year. Longer term, I hope that my issue will be shutting down the corporation after the cures have been found.

TL: How will you protect the "For the Cure" brand/trademark?

Simpson: We will aggressively protect the "For the Cure" brand through appropriate contractual relationships and appropriate proactive measures. What is great from my perspective is that we have 100,000 volunteers worldwide who will let me know if the brand is being misused.

TL: How will you conserve the costs of legal services so the most profits can go toward breast cancer research?

Simpson: Luckily, some lawyers share my passion for Komen's mission and reflect that passion in discounted fees for legal work. I plan to maximize our in-house resources as much as possible and to look for those lawyers who combine great service with reasonable rates. At the end of the day, one of my least favorite tasks is approving bills, because I want as much of this organization's money as possible to be spent saving lives.

TL: What advice would you give to an attorney who wants to transition out of private practice into the nonprofit world?

Simpson: I would encourage private practice attorneys to consider a nonprofit career move. I say this not because I think a nonprofit career is less demanding than private practice. It is in some ways (no billable hours, for example), but not in others. Rather, I think a nonprofit career can be a rewarding alternative to private practice. To make the transition, I think getting out into the community and getting to know nonprofit leaders, through board participation or as a volunteer, can be a great way to explore nonprofit opportunities. As for the skill sets to consider developing, in-house, nonprofit lawyers need to have a jack-of-all-trades mentality and an understanding of corporate governance, contracts and business process issues. If a private practice attorney enjoys people and has the personality to work with staff, volunteers and supporters who are involved because of a mission, nonprofit work may be a great fit.

TL: What do you like most about being an in-house attorney?

Simpson: I really enjoy being a part of a business team -- setting goals, working together to achieve those goals and trying to create an enjoyable culture along the way. My background includes a lot of marketing work, so I bring a legal perspective with a twist that works well inside of a multi-faceted organization.

TL: What do you like the least?

Simpson: I am happiest when I can help the organization's leadership find a way to succeed while being appropriately cautious from a legal standpoint. I am least happy when I have to put the kibosh on a deal or a plan for a legal reason. Luckily, the latter scenario happens infrequently, making me the proverbial wet blanket only on rare occasions.