When it comes to what separates great in-house legal counsel from the rest, Miriam Levin doesn’t hesitate. “One of the key criteria is being able to spot risk,” she says. That applies everywhere – from M&A to regulatory shifts to contract review. “It’s a transferable skill,” she explains. “I’m a quick study. I’m naturally curious about the business I’m in.”
Levin recently stepped into the role of executive vice president and general counsel at Starlight Investments. Her move follows nearly a decade of increasingly senior in-house legal positions and an early foundation at Torys LLP. What defines her approach is a clear grasp of how legal strategy fuels business growth. “My role is being a strategic advisor that’s embedded in the business,” she says. “Acting as a key partner to the CEO and the other executives and working together to drive business growth.”
Despite moving from a public company to a privately held firm, Levin found the legal operations framework at both companies to be similar. At Superior Plus Corp., where she was assistant general counsel, she operated within a typical public-company structure – strict timelines, regulatory compliance and filings, and formal governance. It was the same at Starlight. Strong governance is baked into how the company operates. “Governance at Starlight isn’t siloed from our operational priorities,” she says. The firm’s values – impact, inclusivity, integrity, and ingenuity – guide everything from capital allocation, property management partnerships and development to the company’s employee value proposition and compliance strategy. The integrity implicit in strong corporate governance is a core value.
Levin’s earlier transition from private practice wasn’t just a change in title – it meant a new level of involvement. The most significant shift, she says, was working with one client and getting deeply immersed in that business. Early on, she would often separate legal and business questions in the documents she reviewed, only to quickly appreciate that in-house counsel is expected to weigh in on both. That realization changed how she operated – offering strategic input, not just legal analysis.
Today, she leads a lean legal function responsible for a wide gamut overseeing legal, risk, and insurance. The team includes a construction- and development-focused lawyer, a corporate clerk, and an insurance team. The rest of the work is handled through external counsel on an as-needed basis. “We don’t have a large in-house legal team. We rely on external experts as needed,” she says.
Outside firms face clear expectations. “I look for clear and concise communication, especially on complex transactions or quickly changing regulations,” she says. Seeing what is ahead is essential. “I like external counsel who have a proactive approach and anticipate what I might need,” she adds. What’s non-negotiable is respecting agreed upon timelines. “I never have the luxury of telling my colleagues, ‘I’m waiting for external counsel to get back to me on this.’”
Whether to handle a matter internally or externally depends on complexity. Litigation or specialized areas usually go out unless she has the experience in-house. “We have a lean team, and there is a lot going on at all times. We try to be efficient on our side,” she says.
Her message to lawyers aiming for general counsel roles is direct. Jumping from private practice straight into the GC seat is a stretch. She worked her way up through progressively senior in-house roles at the same company over nearly a decade before taking on the top job. “You don’t get that kind of breadth and variety of work when you’re in private practice,” she says.
When the career opportunity surfaced at Starlight, it was strongly aligned with Levin’s experience and ambitions. That alignment wasn’t just about job responsibilities. It was about purpose. Starlight’s stated mission to “invest with impact” is integrated into every aspect of the business. It shows up in how the company builds and preserves housing. “As [the housing shortage] continues to impact renters across Canada, we’re leading innovative solutions,” she says. That includes preserving aging rental stock, pursuing infill developments, and constructing new purpose-built communities. “Starlight is dedicated to increasing the supply of safe and attainable housing…and remaining a committed partner to all levels of government,” she says.
At the same time, Levin must keep up with a fast-changing regulatory and political environment. She’s watching for housing legislation and policies that could alter the landscape for real estate investment. “There are some real significant changes going on right now in Canada with respect to housing,” she says. Interpreting those changes and advising the business accordingly is now part of her daily work. “Deciphering all that and what it means to the real estate business and what it means to Starlight specifically” is central to her role.
Six months in, she’s still absorbing the scale of the organization. “There are nearly 400 people in the office every day, working on new and exciting projects,” she says. But even in new terrain, the essentials haven’t changed. “The more you work in-house…the more well-rounded your experience, whether it’s litigation, contracts, employment issues, or transactions,” she says. “The core skills you need to be successful are the same.”