Michael Tamvakologos

Tell me a bit about yourself, both professionally and personally.

I am a Partner at Seyfarth Shaw, specialising in complex employment law and workplace relations. Over my career, I have worked on high-stakes litigation and strategic workforce matters for large listed companies and multinationals. Personally, I enjoy challenges that blend legal expertise with business strategy, and I am passionate about helping clients turn complex issues into opportunities. 

You’ve built a strong reputation for blending legal expertise with commercial strategy. Was that always your approach?

It definitely evolved, and I believe we have to keep evolving indefinitely. Early in my career, my focus was squarely on building depth in the technical aspects of the law and becoming a successful lawyer. But as I began working with senior executives and boards, my perspective broadened. Over time, I learned that the most impactful legal solutions, and those best received, were commercially focused and highly bespoke.

This shift became more pronounced as I took on leadership roles in complex matters, such as advising on high-stakes litigation overseen by boards and senior management of large listed companies and multinationals.  

 My Executive MBA at INSEAD was a key part of this evolution. It gave me a much deeper framework for understanding how legal decisions intersect with financial performance, operational efficiency, reputation, and long-term growth.  

Can you share a pivotal experience that accelerated this shift from purely legal thinking to broader business leadership?

One pivotal moment came during my involvement in a post-acquisition workforce restructuring for a U.S. private equity client that had acquired a subsidiary of a large Australian company. One major objective was to improve operational efficiency and EBITDA within a tight timeframe.

While my initial role was to ensure a smooth workforce transition, opportunities arose to shape broader strategic outcomes. I worked with the client for a number of years until the business was sold for a very positive outcome. The business was reinvigorated, and all involved were very pleased, with good reason.

This experience underscored the value of viewing legal challenges through a commercial lens. It was not just about avoiding risks, the traditional objective of legal advice, but about creating opportunities for growth and efficiency and working closely with senior management.
 

What distinguishes a lawyer who gives legal advice from one who drives business value?

The key difference lies in perspective and intent. A lawyer who provides legal advice focuses on identifying risks and ensuring compliance, a crucial function but really just a starting point. A lawyer who drives business value goes further by understanding the client’s industry, challenges, and strategic goals. They do not just solve problems, they anticipate them and craft solutions that align with both immediate needs and long-term objectives. A client should always feel that you have their back and that you understand their business in the broadest sense, not just the legal problem in front of you.

How did the INSEAD GEMBA experience contribute to your evolution as a strategic thinker?

The INSEAD GEMBA experience was transformative for me as both a professional and an individual. It exposed me to diverse perspectives from global business leaders across industries, which broadened my understanding of how different organisations approach challenges and opportunities. One key takeaway was learning how to navigate extreme complexity, whether it was managing competing stakeholder interests or making consequential decisions under uncertainty.

I also very much enjoyed learning from my cohort, a group of exceptionally well-credentialed and impressive people. We had the majority of countries in the world represented, and getting those perspectives all in one place was an amazing experience.

The programme also gave me an opportunity to pause and reflect on my career to date and where I wanted to take it in the future. This is not easy to do but is essential for busy mid-career professionals. The INSEAD faculty were incredible in their insights and the tools they provided to help us reflect on ourselves and our careers.

What guiding principles continue to shape your approach to law and business today?

My philosophy is rooted in viewing every challenge as an opportunity for innovation and growth, while maintaining strong client empathy. It is about a group of individuals working together to achieve a common goal. I often think: If this were my own business, what would I want and what decision would I take?

Part of the role is educative, guiding senior executives through processes like litigation with a “no bad surprises” approach. The other part is to provide clear insights and recommendations to make the process as smooth and successful as possible. Ultimately, my goal is for clients to see legal strategy not only as risk management but as a source of resilience, innovation, and growth.