Julia Gavrilov

Counsel, Moritt Hock & Hamroff LLP

40 Under 40 Category: Legal Services

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Message from Julia Gavrilov

Biography:

Julia Gavrilov serves as counsel to Moritt Hock & Hamroff LLP (MHH) in its Secured Lending, Equipment & Transportation Finance Group, specializing in equipment leasing and finance, secured lending and all areas of complex commercial litigation.  In her 13 years of practice, Julia has emerged as a recognized leader in the industry, both on the transactional and litigation side. 

On the transactional side, Julia specializes in the drafting of loan and lease documents in various secured financing transactions on behalf of secured lenders, banks and lessors, and represents both buyers and sellers in syndication and capital market transactions. As a seasoned litigator, Julia regularly represents both institutional and individual clients in all areas of complex commercial litigation. 

Julia was recently appointed to the Service Providers Business Council Steering Committee of the Equipment Leasing and Finance Association (ELFA) and also as the sole attorney to serve on the Equipment Leasing and Finance Foundation’s Research Committee.  Julia has been invited to speak on numerous industry panels, including ELFA’s Legal Forum and its Credit and Collections conference.  Julia also chairs MHH’s Women’s Initiative program and was recently profiled in The Secured Lender’s Women in Secured Finance – April 2020 issue.  

What is your definition of success? 

Success is unique to everyone, but the common thread is being satisfied with oneself.  I define my own success when I can say with certainty that I am better today than I was yesterday, and continue to strive to be better tomorrow.  So long as that fire remains ignited within me, I am happy with where I am and know that I am fostering my own personal and professional growth.     

What effect has the COVID crisis had on your professional life? 

The COVID-19 crisis has helped me forge a closer relationship with my clients.  We were all simultaneously put in a position where we were bringing our professional lives into our homes, and before we knew it, it became common to hear lawn mowers, children screaming and dogs barking in the background on calls.  We were checking in on one another, just to make sure that everyone was okay.  Amidst the uncertainty and unknowns that entrenched us all, we recognized our own vulnerability in others, and could relate to one another in ways that transcend your typical business relationship.  Experiencing a rarity like COVID-19 together has cultivated raw, deeper and more personal connections that are very real and never forgotten.         

How do you define a good leader? 

There are many good leaders, each one of whom embodies a unique combination of qualities.  However, there are a few characteristics that distinguish the good from the great.  I view a great leader as one who inspires great performance, pushes you outside of your comfort zone, encourages you to take on challenges that expand your skills and provides you with a platform to make a difference and gain visibility.  

Decisiveness, particularly in challenging times, is also a distinguishing factor.  While it may not always be a popular decision, exercising good judgment in making clear, timely decisions to difficult questions earns the respect of your team.  

A great leader is able to empathize.  The ability to see and relate to another person’s perspective reflects a heightened emotional intelligence that helps better connect you with your clients, employees, colleagues and even your competitors.  

A certain degree of humility is often carried by a great leader, particularly when you can admit mistakes and embrace criticism as an opportunity for growth.  In no way a compromise to confidence, being humble makes you approachable and gives credit where credit is due. 

You know a great leader when you see one.  I am privileged to be led by the best, and am still taking notes.

What advice do you normally give to the junior talent you mentor?

I am guided by three principles, which I often share with those I mentor.  

First, be your own advocate and create opportunities for yourself.  Stay curious and continue to ask questions.  The more you know, the more clients and colleagues will look to you as a valued resource and advisor.    

Second, I believe there is something to learn from everybody and every experience.  Personalities, style and approaches may differ, but you can derive, learn and create from every interaction and adapt it to a style that is unique to your set of skills.  Even negative experiences are, more often than not, a disguised opportunity for growth.     

Lastly, and perhaps the most important piece of advice, is committing oneself to excellence and, in doing so, staying focused and continuing to push the goal line.  It is easy to settle.  While that may work for some, I believe that when we do that, we deny ourselves the ability to maximize our full potential.