Canada’s pharmaceutical sector is at a crossroads, says Jill Daley, vice president of corporate affairs and general counsel at Eli Lilly Canada. “The time is now to make change, [to ensure] Canada remains competitive, and we are in an... innovation economy,” she says. Daley’s role places her at the intersection of economics, innovation, and health – a vantage point she calls “extraordinary.”
Daley’s career path defies convention. She began as a pharmacist but soon realized her passion lay where law, policy, and pharmaceuticals converge. “Pharmacy was my undergrad. It’s a profession I hold in the utmost, highest respect, but I knew early on that it was the legal and policy issues associated with the profession and industry that were engaging for me,” she says. Early exposure to issues such as the deregulation of emergency contraception and the expansion of pharmacists’ scope of practice sparked her interest in the “intersection of law, policy and the industry in our profession.”
After law school, Daley joined Ogilvy Renault (now Norton Rose Fulbright), quickly building a practice focused on the pharmaceutical sector. She describes her private practice experience as “absolutely enviable,” crediting “exceptional clients, amazing mentors,” and unusual autonomy. “From a very, very early time in my career, I was given a lot of autonomy.” That independence propelled her to partnership at a young age.
Despite thriving as a partner, Daley moved in-house when Eli Lilly approached her. “I had no intention of leaving private practice. I had felt like I had just hit my stride in my career.” The company presented an opportunity at the nexus of business, legal strategy, and policy development, with clear opportunities for career progression.
Daley’s responsibilities at Lilly have grown. Initially general counsel, she handled legal and policy matters such as Patented Medicine Prices Review Board work and pharmacare. Three years ago, she expanded her remit to include corporate affairs – advocacy, policy, government relations, and communications. “Some of that is a bit of a stretch assignment... but all somewhat related to the work that we do as lawyers,” she says. Now, she leads both legal and corporate affairs teams through complex regulatory and commercial challenges.
The legal environment for pharmaceutical innovation is evolving rapidly. Daley sees an urgent need for reforms in how medicines are reviewed and valued in Canada. “That’s ensuring that the way in which medicines are reviewed at Health Canada remains competitive internationally. I think the way we value innovation, that’s not just from pricing, but our health technology assessments and the timelines to bring medicines, innovative medicines to patients, require robust reforms,” she says.
Her team’s work is shaped by the realities of a post-COVID world and increased government scrutiny. “The pharmaceutical industry has been of interest to our government and governments around the world.” She notes a gap in Canada’s domestic ecosystem for innovative pharmaceuticals and life sciences – a gap that has drawn more attention since both Canada and the US elected new governments.
Daley approaches external counsel pragmatically, focusing on high-risk and unfamiliar areas such as patient privacy and novel business practices. She values candid and proactive legal partners, especially those who share industry-wide insights and flag emerging risks early.
Internally, Daley’s pharmaceutical background lends credibility. “It’s having a familiarity with that business channel, so that we are speaking with the same nomenclature, understanding the players, knowing that part of the business,” she says.
She is clear about the modern in-house counsel’s role. “I think one of the most important things as an in-house counsel is to... be the arbiter of risk.” The era of legal departments as the “No department” is over. “I don’t think that’s what’s expected of modern-day legal departments.”
Daley sees technology and artificial intelligence as essential tools. “Most in-house counsel roles or functions teams right now are looking at how they can meaningfully incorporate AI to ensure that we spend our time on the highest value, most strategic projects.” She is already piloting AI for employment and labour questions and using it to synthesize lengthy legal memos for executives.
Leadership and team development are central to Daley’s approach. She says Eli Lilly’s focus on employee growth distinguishes it from private practice. She credits the company’s intentional investment in talent and expects her leaders to provide candid feedback. “That’s my expectation, that I deliver that to my teams as well. That’s how we all get better. That’s how we all work to deliver on the enterprise’s purpose.”
Canada’s pharmaceutical sector is under pressure to adapt. Daley’s career – rooted in law, policy, and science – offers a blueprint for leading through that change.