Michael J. Carroll

Associate, Otterbourg P.C.

40 Under 40 Category: Legal Services

Michael J. Carroll is an associate in Otterbourg P.C.’s nationally recognized Finance Department.  

Michael represents banks, institutional lenders and other commercial finance companies in connection with asset-based lending transactions, acquisition finance transactions, and other commercial finance transactions. He has significant experience in all aspects of financing transactions, including structuring, documenting, and negotiating secured term and revolving credit facilities, syndicated credit facilities and other asset-based loans.  Michael also represents secured lenders in connection with loan workouts and restructurings.  He has established himself with the firm’s clients as an essential and indispensable member of their legal team and brings to his legal practice the ability to formulate and maintain lasting client relationships.

Michael earned his J.D. from the Fordham University School of Law and holds a Bachelor of Arts in economics from Fordham University.  

How do you define a good leader?

Integrity, a clear vision, effective communication, and the ability to galvanize others in furtherance of a common goal are all important qualities of a good leader.  That being said, for me, the best leaders are those who conduct themselves in such a way that motivates others to adopt such conduct in their daily undertakings.  I am always in awe of those leaders who are able to masterfully navigate stressful circumstances while treating those involved with respect.     

I have had the pleasure of working alongside great leaders (especially at Otterbourg) who empower colleagues to utilize an approach that might differ from that of the leader’s, but which achieves a high-quality outcome and which further strengthens the end client’s relationship with the firm.  Essential in this process is the ability to earn and build trust with colleagues while working closely with younger professionals to help them develop their own skill set.  More often than not, this approach leads to positive performance.

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

I wouldn’t say I regularly impart advice on the junior members of our team; however, I do try to conduct myself with integrity and in such a way that is visible to junior talent in the hope that they emulate such conduct as they develop their own style of practice.  My view is that junior talent will mature into stronger professionals if they are able to develop organically under the supervision of mentors as opposed to chaperones who lecture on how a task “should” be accomplished. 

If I may use this forum to impart advice, I would say that it is important to be wildly curious about the varying professional styles in the industry and to observe in real time how a certain style can influence the end result of the task at hand.  Further, I would also urge junior talent to actively solicit feedback from a superior on one’s performance on a conference call, a drafting assignment or even a transaction as a whole.  It is important to bank positive and negative feedback in furtherance of developing one’s own skill set. 

How would you encourage young professionals to become more involved in their community or volunteer? How have these activities outside of work helped shape your professional life? 

It is vital to keep your ears open to situations where someone battling an unfortunate circumstance could benefit from your professional abilities.  Before he passed away, my dad (who was also an attorney) was incredibly generous with his time and was constantly involved in pro bono matters in the community.  He had a sixth sense for knowing when someone needed help, but who might not know how to ask for help.   Developing this skill has helped increase my awareness of others’ needs while increasing my ability to read between the lines during conversations with clients and, sometimes, adversaries.  Often times, this insight can result in a better outcome for those involved.