Arbitration must be fair and efficient.  As such, it is the role of the arbitrator to guide the process in a manner that promotes equity and productivity throughout.  

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, efficient and cost-effective. 

In her two years serving as an independent arbitrator, from October 2017 through August 2019, Ms. Gleason has received 21 appointments.  


Ms. Gleason has served as tribunal chair, sole arbitrator, and arbitrator in emergency proceedings. 

She is a member of the American Arbitration Association Commercial and Consumer Arbitration Panels.  She is also a member of the CPR Institute's Panel of Distinguished Neutrals.


Please click on the icons below for information on the types of cases that Ms. Gleason has arbitrated along with highlights of her prior experience as a litigator and in-house counsel.

Arbitration Project Management

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:  

Preliminary Hearing

Compartmentalize phases of arbitration; assume and assign tasks to complete each successfully. Memorialize project plan, schedule, risk managment & communications protocols in initial order. Set project success criteria.

Information Exchange

Implement Lean methodology to identify for parties the potential for "waste" in the arbitration process.

(See Lean Arbitration article below for more detail.)

Strongly encourage adherence to original schedule.  Remind parties of scope as needed.

Hearing Organization

Compartmentalize phases of hearing, bifurcating as necessary.  Assume and assign tasks to complete each successfully. Memorialize hearing schedule and risk managment plans in pre-hearing order. Set hearing success criteria.

Amongst the Tribunal

Implement quality control measures for the process and award writing aspects.  Assume and assign responsibility for organizational tasks throughout. Establish open, regular and productive communication within tribunal.

Additional resources on arbitration project management include:

More insights on Arbitration Project Management are detailed in Ms. Gleason's American Arbitration Association (AAA) panelist video interview, which is available upon request to the AAA.