Winning trust and influencing people: The human side of legal

When Roger Rutkowski talks about legal operations, he doesn’t begin with metrics or systems. He begins with people. “Strong soft skills – empathy, communication, adaptability – are what build trust with in-house legal teams,” he says. “Without them, even the best systems and strategies will fall flat.”

Roger’s perspective reflects both his professional philosophy and his personal journey – a story that stretches from the sugarcane estates of Trinidad to the glass towers of London, and now, to his role as Head of Legal Operations at Mercedes-Benz USA. He has built his career on the conviction that operational excellence must be matched by human connection, and that legal operations, at its best, is a bridge between law and leadership, strategy and empathy.

A legacy of grit and reinvention

Roger’s sense of resilience is not accidental; it’s part of his DNA. His paternal grandmother was born in 1900 on the Golden Grove Estate in Trinidad, an indentured sugarcane cutter who defied convention by transforming herself into a grocery-store owner and landholder. Her story of grit, reinvention, and courage became her grandson’s inheritance.

“Growing up, I understood that identity is not something fixed – it’s shaped by courage and by the choices we make. Progress often begins with personal audacity,” he reflects.

Those lessons propelled him across continents. He spent two decades in London, forging a career in luxury property development and high-end hospitality, managing landmark projects, and shaping bespoke residential experiences. London’s cosmopolitan energy, its fusion of tradition and innovation, was the perfect training ground for someone who would later guide transformation in one of the world’s most iconic brands.

In 2017, Roger relocated to Atlanta and joined Mercedes-Benz USA. Initially a Contract Management Liaison, he later became Information Governance Lead in 2020, and by 2022 was entrusted to establish the company’s first dedicated legal operations team.

The MBUSA legal team (L-R): Hetal Patel, Legal Operations, CLM Administrator; Natalie Mellon, Advisor Legal Operations, Pre Litigation; Abigail Baughman, Advisor Legal Operations, Matter Management; Roger Rutkowski, Head of Legal Operations; Mary Choi, Legal Operations Paralegal; Liliana Salinas, Advisor Legal Operations.

Legal operations at Mercedes-Benz under his leadership is sweeping in scope: contract lifecycle management, matter management, e-discovery, information governance, records retention, and the integration of cutting-edge legal technology. The department has since garnered industry recognition for its transformation and innovation, positioning Mercedes-Benz’s legal function not just as a cost center, but as a driver of business value.

But for Roger, success is not defined solely by technology or process. “I look for individuals who are collaborative, adaptable, and passionate about making a difference,” he says of building his team from the ground up. “Skills can be taught, but mindset, curiosity, and alignment with our values of innovation and efficiency are non-negotiable.”

The human side of legal ops

Roger is quick to dispel the notion that legal operations is merely about efficiency or compliance. For him, it’s about enabling the success of the entire legal department. That means creating cost predictability for outside counsel spend, enhancing risk management, improving cross-departmental collaboration, and ensuring digital transformation aligns with corporate strategy.

Yet, none of this works without trust. “Legal ops leaders rarely have direct authority over strategy,” he points out. “Our influence comes from trust. Managing up is not about politics – it’s about anticipating needs, aligning with leadership priorities, and being seen as a trusted advisor.”

He has written on this theme (ACC Legal Ops Observer, August 2025), noting that the art of “managing up” is one of the most vital competencies for legal ops professionals. Unlike general counsel or senior leaders, legal ops often sits lower on the organizational chart. Influence, therefore, comes not from hierarchy but from credibility, foresight, and the ability to connect dots others may overlook. “The most successful legal operations leaders act as trusted advisors,” he says, “offering data-driven perspectives, surfacing risks, and proposing solutions that advance the department’s performance, presence, and visibility.”

Roger’s leadership philosophy is inseparable from his personal commitments. Outside of Mercedes-Benz, he serves as Vice Chair of Lost-n-Found Youth, a nonprofit providing housing and support for homeless LGBTQ+ young people in Atlanta. In 2024, Atlanta Pride honored him as a Grand Marshal, recognizing both his advocacy and his visibility in the community.

“My personal values – creating safe spaces, championing equity, standing up for marginalized voices – shape how I lead,” he says. “A legal ops team should feel like a community where people can bring their authentic selves and do their best work.”

For him, inclusion is not just a moral imperative but a strategic one. Diverse teams, he argues, see problems differently and innovate more effectively. By creating an environment where people feel valued and heard, he has fostered a culture of trust that translates directly into business impact.

Of course, leadership also demands hard choices and difficult conversations. In legal operations, where resources are finite and priorities must be carefully balanced, Roger has often had to say no. “Saying no is never easy, but honesty, respect, and a solutions-oriented mindset help keep relationships strong,” he explains. “It’s about showing you’re invested in the best interests of the business, even when you can’t give the answer people want.”

This ability to balance candor with compassion is one of the qualities he prizes most in his team. It’s also what allows legal ops to maintain credibility as a function that is not only efficient but principled.

As legal operations continues to evolve as a discipline, Roger sees its role only growing in importance. The pressures on in-house legal teams – cost containment, digital transformation, risk management, and talent retention – are intensifying. Legal ops, he says, is uniquely positioned to meet those challenges by acting as a connector: linking data to strategy, systems to people, and legal advice to business outcomes.

What sets apart the leaders who will shape the next era of legal ops, he believes, are not only their technical skills but their humanity. “At the heart of legal operations lies not just efficiency, but empathy,” he says. “Winning trust may be the most transformative innovation of all.”