Let’s talk a bit about your role and responsibilities…

What do you enjoy most about your job?

Outside of family, being General Counsel of Tempur Sealy has been one of the most meaningful experiences of my life. I love our team, I love our products and I love the fact that every day we bring better sleep to more people around the world—something that helps them live healthier, happier lives. And I love representing and working for the 13,000 employees we have around the world who make this all happen. We really are a global team and I know that what I do every day affects their lives and their families’ lives just as what they do affects me and my family. We work hard for our customers and our shareholders, but we also work hard for each other.

What are some of the typical matters that come across your desk?

I see everything from employment matters to multi‑year M&A deals to near decade-long IP litigations. We have a presence in over 130 countries—so each day can bring something new and exciting.

How has the scope of your work changed from the time that you started until now? What are some of the new (or unexpected) challenges you’ve had to prepare for and solve?

We’ve been very acquisitive since I took on my current position. Between financing initiatives and M&A, we’ve done almost $8 billion in transactions. And we’ve also doubled our workforce since I started with the company.

Going back to law school, walk us through your path in the legal industry so far… 

I was in private practice for several years before going in-house. My practice was weighted toward litigation, but I always had a role in governance and M&A matters. After my time as an associate at Cravath, I served a multi-year posting in the Middle East with an international law firm, helping open its offices in the UAE. There, I worked on the country’s largest judicial and legal reform project up to that point, advising on modernizing the country’s laws, training its judiciary and building government agencies from the ground up. I also served a posting in the Netherlands. 

Did you always want to be a lawyer working in the litigation space?

Yes. I was born in Iran and my last name means “lawyer” in Persian, so it was always in the cards.

Who are some of the mentors that left the biggest impression on you?

Bob Joffe, Cravath’s former Presiding Partner—he showed me how to be both aggressive and polite. He also gave me an early taste of what it means to be a trusted counselor to companies and boards. Our CEO at Tempur Sealy, Scott Thompson, has taught me so much about negotiation and anchoring every decision back to a long‑term vision. And our CFO, Bhaskar Rao, has shown me what it really means to care about an organization, how to build consensus, and what it takes to execute on big things—how to be an executive.

Thinking more in-depth about your time at Cravath…

What do you remember most about being at the Firm—are there any particular moments that stand out to you?

Yes! It was a screw-up. I got a question from a client. It was complicated—something that required delving into numerous subject matters. I really dove into it, came back with an answer that was technically bulletproof and well‑reasoned. But it ultimately did little to help the client think through their issue. My advice was, essentially, “Your goal is unachievable.” Well… I had some conversations with my team, got some feedback and went back to the drawing board. And, lo and behold, the subject opened up to me. I started seeing its depths and layers and realized there were workable paths that I’d been too stubborn to explore because I was so impressed by my ability to wade through a complicated legal issue.

What do you tell people when they ask what it was like to work at Cravath?

It was a wonderful experience. I made friends for a lifetime. I met and worked with some of the biggest names in banking and industry. I’m an immigrant and a child of medical professionals—no one in my family has experience with U.S. business or the global economy. At Cravath, I got an inside view of all of that. It taught me a lot about how the world works and how the pieces fit together.

How does the experience you gained as an associate still influence or impact you today?

I learned that effective legal analysis starts with first principles, asking baseline questions like: What is this statute trying to solve? What convinced this judge to rule this way? What does a fair result look like in this situation? How can I make this negotiation a win‑win?  

What is the most valuable training you received, or skill you developed? 

I learned that the most effective form of advocacy—whether in litigation, in a negotiation, in trying to build consensus—doesn’t come from relying on technicalities or demonstrating you’re somehow smarter than others. It comes from finding the truth in your position—why you think you are ethically and morally right, why you think you’re being fair, and demonstrating how your desired outcome fits this paradigm. And I think that dovetails well with something Evan Chesler said during my class’s first‑year orientation: “Keep it simple.”

What were some of the motivating factors in your decision to go in‑house?

I like business people. I like the way they think, their approach to solving problems. And having that personal connection with people who you’re trying to protect, keep compliant and whose work you’re trying to advance is really rewarding. You get to know people’s families; you become invested in them. One of the most gratifying things for me is when someone’s spouse or partner comes to me and says, “They were worried about this or that at work—thanks for being there for them.”  

What has been the biggest difference between law firm life and your current role?

The pace. In a law firm, you can have a few hours to close your door and work through a document. In‑house, if I’m not on a call, there’s usually someone in my office and oftentimes a literal line out my door. It’s not a bad problem for a GC—you want people to be comfortable coming to you. It solves a lot of issues before they become problems. 

What can you say about having worked with Cravath from the client or opposing counsel side?

I work with a lot of very good firms and some very good lawyers at those firms. But the benefits of the Rotation System are obvious when I work with Cravath lawyers. They see the big picture; they see how the pieces fit together. The Rotation System is micro‑training for the way a GC has to see the world. 

What advice would you give to young lawyers who are starting to think about or are looking to take the next step in their careers?

You have infinite options. You’ve gotten this great gift of a wonderful education, a wonderful vocation and you get to start your career at a firm with the best lawyers in the world, doing high‑stakes things that will have international attention. This is not a normal experience. You have achieved so much getting here; you will do so many great things. Be kind to yourself and others—and make sure to have non-lawyer friends in your circle. Perspective is everything. 

Is there anything you know now that you would tell your younger self?

Look around you and realize how very talented everyone around you is. You are so lucky to know these folks. They will go on to do fantastic things.