A legal leader’s greatest asset isn’t technical expertise – it’s the ability to translate complexity into clarity and embed legal and compliance thinking into a business’s core. That’s the lesson that emerges from Melanie Hoad’s approach to building the legal and compliance function at Sompo. “Building a foundation of open communication is key…my office door, or my laptop when I'm remote, is always open,” she says.
Hoad’s career began with litigation in private practice, which she calls “a fantastic training ground for problem-solving and advocacy.” But she wanted to move beyond resolving disputes and get closer to business decision-making. Moving in-house, she says, allowed her to “proactively shape those outcomes” rather than just react to problems.
The transition wasn’t a leap, but a series of steps. Hoad first joined the litigation department of a large property and casualty insurer, Chubb, gaining insight into the business side of insurance. That opened the door to coverage counsel and later a corporate legal role at CNA, each expanding her responsibilities. “Each step allowed me to…grow and deepen my expertise in the insurance industry,” she says.
When she took on a new corporate role, her litigation background sharpened her ability to anticipate risk and shape business practices before issues arise. “It was a steep learning curve,” she says, but the experience helped her see how to prevent negative outcomes through contract language, process, and communication.
When Hoad joined Sompo in 2025, she brought experience from building a legal and compliance team at CNA. The appeal of Sompo was the chance to do it again, but this time with the benefit of hard-won knowledge. “I knew I could duplicate it and do it here,” she says. The company is growing in the Canadian market, so the process will be slower, but the goal is the same: build a legal function that grows with the business.
Her first priorities are direct: understand the business and build connections with its people. “That means aligning the legal and compliance function with the business's goals and demonstrating that we're here as a department to enable success while managing risk,” she says.
Managing the dual roles of compliance officer and privacy officer, Hoad relies on focus and discipline. She breaks down tasks into incremental steps and leverages collaboration across the enterprise. “I want these considerations to be embedded into the fabric of the business rather than it being just an afterthought,” she says.
Being a strategic business partner, for Hoad, means understanding the business and anticipating needs. That’s why she pursued the same educational designations as underwriters and claims professionals. “You need to be a strategic partner. So, it's not just answering questions. It's trying to anticipate needs, identifying opportunities,” she says.
Her hiring philosophy is blunt. She looks for integrity, curiosity, resilience, and a growth mindset. “The best lawyers in my mind…need to really be problem solvers. They need to ask thoughtful questions,” she says. Technical skills matter, but she values people who approach challenges as opportunities to learn and who foster productive, respectful debate.
For Hoad, mentorship is about creating an environment where feedback is seen as an opportunity for growth. She celebrates progress and recognizes achievement to keep people motivated. “Mentorship starts by leading by example,” she says.
She expects external counsel to function as an extension of the internal team, not just as technical experts. “I want external counsel to really make the effort to understand our business, to ask thoughtful questions and approach the relationship as a mutual learning opportunity,” she says.
On technology, Hoad is measured. She’s exploring contract management and compliance tools but is careful not to jump the gun before fully understanding internal processes. “I see technology playing an important role…as I build [the department] out,” she says.
Hoad’s philosophy is shaped by a belief in the power of language and the need for lawyers to adapt their communication to different audiences. “Language is one of our greatest tools as lawyers…you need to be able to effectively communicate in writing and verbally and then learn to adapt that to different audiences and situations,” she says. She uses analogies and storytelling to make complex concepts digestible and actionable, aligning with Sompo’s “ease of expertise” branding.
Her advice for legal professionals is straightforward: be bold and stay curious. “You need to take risks to grow, innovate, and progress,” she says. Many people hesitate because they don’t feel fully prepared, but Hoad urges them to put that feeling aside. “Just try,” she says.