Erin Gleason is a full-time neutral, specializing in the resolution of commercial and insurance disputes. Ms. Gleason has experience serving as tribunal chair, sole arbitrator, and arbitrator in emergency proceedings.
Ms. Gleason brings a pragmatic approach to arbitration, with an acute awareness that arbitration is the parties’ process, governed by the rules they have selected - but knowing that is her role, as arbitrator, to ensure that process is fair and efficient.
Experience as Arbitrator: Commercial coverage. Professional malpractice. Property. Health and hospitals. Indemnification. Consumers.
Prior Experience: Arbitration Project Management
First and third party disputes. Commercial general liability. Bermuda forms. Construction. Construction defect. Workers' compensation. Subrogation. Cyber liability. Risk management. Policy language.
Experience as Arbitrator: Dissolution. Breach of contract. Breach of fiduciary duty. Fraud.
Prior Experience: Transactional advice and review. Governance. Mergers & Acquisitions. Divestitures. Cyber liability.
Experience as Arbitrator: Commercial contract disputes relating to financial transactions, commercial property, employment, and insurance.
Prior Experience: Transactional and advisory. Mergers & acquisitions. Insurance policy language. International commercial transactions.
Experience as Arbitrator: Asset management issues. Shareholder rights. Breach of trust. Breach of fiduciary duty. Fraud.
Prior Experience: Collateralized debt obligations. Mortgage backed securities. Corporate governance. Class actions.
Experience as Arbitrator: Breach of contract. Shareholder meetings. Commercial property dispute.
In order to achieve the careful balance between fairness and efficiency in arbitration, Ms. Gleason employs project management techniques in her work as arbitrator.
In 2013, she received formal project management training and became a Certified Project Manager. Today, as an arbitrator, the system that she created to monitor arbitration efficiency encourages open communication, risk analysis to prevent wasted time and expense, and an understanding of the success factors for each case (e.g., award issued within 60 days of process initiation, adherence to information exchange guidelines, bifurcation to encourage expediency, etc.).
Much of this work is conducted independently by Ms. Gleason, as arbitrator, or within the tribunal. Parties see a heightened awareness and value placed on efficient and cost-effective arbitration. While perhaps different from other arbitrators' orientations, the use of project management within arbitration does not impose any additional costs or burdens for parties. It is a way of organizing the process to make sure it does not go off track.
Here are some examples of Ms. Gleason's utilization of project management techniques in the context of arbitration:
Additional resources on arbitration project management include:
Lean Arbitration: Planning for Efficiency and Preventing Arbitral Waste, Corporate Disputes Magazine (Jan. 2019)
Arbitration Project Management (Sept. 2018)