At the intersection of law, business, and strategic growth, Brian E. Curtis has played a pivotal role in shaping the legal and corporate framework of a rapidly expanding national firm as it continues its growth into a global presence. His leadership and legal acumen have been instrumental in helping to guide Colliers Engineering & Design through complex challenges and opportunities. The key phrase here is “helping to guide”, as that resonates with his core beliefs that collaboration, teamwork, and mutual respect are essential to success!  He readily admits that he is only one part of the equation, though, and considers himself quite fortunate to be able to work together with a team of other highly-talented executives to help to continually grow the firm.        

As General Counsel, Brian leads the Legal Group at Colliers Engineering & Design (CED), a national multi-discipline engineering and architectural design firm headquartered in the iconic BellWorks complex in Holmdel, NJ. With extensive experience as a General Counsel and in other corporate counsel roles, as well as in private practice, Brian has built a distinguished career in the C-suite. A Principal Shareholder and Executive Committee member, he also serves as Vice President, Corporate Secretary, and ESG Compliance Officer. Since joining CED (formerly Maser Consulting) in 2018 as its first General Counsel, he has transformed the in-house legal department into a formidable team. Actively engaged in the Association of Corporate Counsel, the Vanguard General Counsel Forum, and both the NJ and PA State Bar Associations, Brian continues to influence the legal profession through leadership roles and committee work.  

The Journey 

When Brian first embarked on his legal career, he began as a trial attorney in a general civil practice, litigating a wide range of cases, most of which involved contractual disputes. At the time, he had not yet determined his specific area of focus and sought exposure to different facets of the law to discover where his interests and strengths lay. As he gained trial experience, he realized that workplace issues—particularly those concerning employment decisions, equality, discrimination, and harassment—were areas in which he excelled. More importantly, he recognized that his legal work had the potential to shape workplace culture and drive meaningful change. This realization became a defining moment in his career, reinforcing his belief that the law is dynamic and constantly evolving—an aspect that first attracted him to the profession and has sustained his passion for decades. 

In the late 1990s, while working at a highly regarded labor and employment law firm, Brian cultivated relationships with executives, assisting them in aligning their strategic goals with efforts to enhance workplace culture. Later, during his tenure at a boutique firm in Princeton, he deepened this focus, working closely with corporate clients to integrate workplace culture improvements into their broader business objectives. As his career progressed to a prestigious “white shoe” law firm in Newark, New Jersey—one with a legacy of representing industry giants like U.S. Steel and Standard Oil—he continued to develop key relationships that were integral to corporate success. His subsequent transition to a national law firm further expanded his work with a diverse corporate clientele. 

For much of his early career, Brian operated in private practice rather than within a corporate law department. Serving as an outside legal advisor, he found fulfillment in collaborating with professionals across various industries, gaining invaluable insight into different sectors of the U.S. economy. From a management perspective, he guided clients in refining their processes and, in many cases, shifting individual mindsets to create more inclusive and effective workplaces. From a litigation standpoint, he was drawn to representing corporate interests because he recognized that, in most cases, executives and managers genuinely aimed to make ethical and sound business decisions. Acting as an agent of change, he helped them transform their workplaces and navigate complex legal landscapes. 

Through regular interactions with company executives, particularly those in HR, as well as CEOs and CFOs, Brian gained deeper exposure to broader business operations, including financial strategies, risk management, and revenue generation. He understood that achieving the right balance between advancing corporate goals, protecting legal interests, and fostering a strong workplace culture was essential for long-term success. 

Additionally, the progression of Brian’s career has naturally led him to his current role as General Counsel—a position that allows him to leverage his extensive experience in law, leadership, and business strategy to drive meaningful impact at the corporate level. 

The Role of a Modern General Counsel 

To the vast majority of legal professionals, corporate law is often perceived as a safe, predictable, and practical career path—one rooted in stability and deliberate decision-making. For the most part, that perception holds true. However, for those leading corporate legal departments in high-growth, dynamic, and transformative companies with aggressive expansion strategies, the reality is far more complex. 

This is precisely the environment in which Brian thrives. As a General Counsel he is tasked with balancing the firm’s ambitious growth strategy with effective and proactive legal oversight and therefore plays a pivotal role in shaping its success. But he readily acknowledges that he is not the only one in such a role.  He is fortunate to work with and support a group of motivated, driven, and highly intelligent executives, with each and all of them working towards a common goal to achieve success for the firm, its employees, and its clients.  He is proud to be a part of this group of talented individuals that comprise the executive team. Under their guidance, he firmly believes that Colliers Engineering & Design has solidified its position as a leader in the architecture and engineering (AE) industry—recognized for its commitment to excellence, integrity, and delivering value to clients and communities.            

With decades of legal experience, Brian has strived to foster a culture of collaboration and mutual respect on his team as well as across the firm’s diverse business units, though it has not always been easy. “Collaboration is key; always be open to other viewpoints.” This philosophy, prominently featured on Brian’s company profile, underscores his approach to leadership. In a field where legal considerations will always intersect with business objectives as a matter of necessity, the ability to engage with executives, legal teams, and industry leaders is paramount. 

Maintaining this collaborative vision, however, is not without its challenges. Brian remains steadfast in his commitment to open dialogue, working to ensure that diverse perspectives are not only heard but integrated into strategic decision-making. He believes that true success in corporate law extends beyond providing legal counsel—it involves bridging perspectives, fostering consensus, and aligning legal frameworks with business objectives. 

In today’s fast-moving corporate landscape, the role of General Counsel has evolved into a crucial link between a company’s operational ambitions and its long-term success. Brian sees this position as more than just legal oversight; it is about strategic guidance, risk mitigation, and driving business objectives forward.   

His career trajectory reflects this vision. By emphasizing adaptability, foresight, and teamwork, he believes he has helped to position CED for sustained growth in an ever-changing industry. But again, he knows this is a joint effort. It is not just of his own doing. He acknowledges that his work is just one part of a grand vision shared by so many others at all levels across the firm. So, for legal professionals aspiring to make a meaningful impact in the corporate world, Brian’s journey stands as a testament to the power of collaboration and strategic legal leadership in helping to shape the future of business. 

Core Responsibilities as General Counsel 

As a General Counsel, Brian has always seen his primary responsibility as ensuring that he, and the entire legal team for which he is responsible, uphold and implement the company’s core values in all interactions—both internally and externally. A key priority is supporting the Operations divisions, as those are the groups that perform the professional services on which the business model is based. 

This support, however, must be balanced with careful risk management, given the inherent complexities of the company’s work. Contract review and negotiation play a critical role in this process, as multiple factors influence the contract life cycle. Like any business venture, relationships are at the heart of effective contract management—not just with clients and internal company teams, but also with the vendors and subconsultants whose referrals also contribute to the company’s success. 

Brian often describes his role as General Counsel through the lens of the “Four Cs”: 

• Corporate/Shareholder Relations
  Brian firmly believes that his primary duty as General Counsel is to serve the corporate entity itself—not any individual officer or director. His duty of loyalty lies with CED and its shareholders. He takes pride in knowing that his colleagues recognize and respect this responsibility, and he sees that same commitment from them reflected in their actions as well. The executive team operates with cohesion and purpose, upholding the company’s standards to drive continued success. 

• Contracts Management
  Contracts are the lifeblood of any business, and CED is no exception. Brian’s mandate is to strike the right balance—executing contracts for projects that generate revenue while effectively managing legal and contractual risks. In this role, collaboration is essential—not just within the company but also with external stakeholders. Successful contract management requires a comprehensive understanding of business objectives, legal considerations, and the strategic relationships that sustain long-term growth. 

• Compliance and Governance
  Governance is the foundation for sustainable shareholder value while also protecting the interests of stakeholders, including clients, vendors, suppliers, and creditors. Brian and his team implement systems of checks and balances to ensure accountability across management, business units, and executives. Compliance plays a crucial role in this framework, requiring careful navigation of ethical considerations in both legal and business contexts. Additionally, adherence to regulations such as the Sarbanes-Oxley Act (SOX) is essential, including the implementation of document retention policies that support compliance requirements. 

• Claims and Litigation Management
  A strong claims and litigation management process is critical to risk mitigation and financial stability. Brian and his team ensure that the company takes a proactive approach to managing legal disputes, minimizing potential liabilities, and protecting the bottom line. Effective litigation management also impacts annual insurance renewals, making strategic claims oversight an integral part of CED’s overall business and financial strategies. 

Navigating Challenges in Legal Guidance at Colliers Engineering & Design 

Brian considers balance to be the primary challenge in providing legal guidance to an organization like Colliers Engineering & Design. This challenge is not unique to CED but is a universal issue faced by businesses worldwide—how to effectively manage multiple, often competing, interests. 

In a company of CED’s scale, numerous factors influence strategic decision-making, and while all of them are ultimately aimed at achieving success, they can sometimes be at odds with one another. These competing priorities can create bureaucratic hurdles, even when every stakeholder is working toward the same goal. Fortunately, well-designed organizational structures can help mitigate excessive bureaucracy, ensuring that entrepreneurial drive remains intact and that growth strategies continue to foster expansion while keeping unnecessary red tape in check. 

This need for balance extends beyond internal decision-making—it applies across all strategies, solutions, and client interactions. Members of the Legal Group are acutely aware of the importance of supporting Operations teams while simultaneously protecting the company and its assets. Striking this balance is an ongoing challenge and a fundamental responsibility of the legal function. 

Another significant challenge is the rise of AI, particularly generative AI, and its widespread adoption across industries. In recent years, businesses have aggressively pursued AI implementation for various purposes, prompting a mix of excitement and caution. 

Initially, Brian approached AI with skepticism, preferring to evaluate its advancements before integrating it into CED’s business model and growth strategies. However, as he delved deeper, he recognized AI’s transformative potential—not just in streamlining workflows and managing priorities but in redefining success itself. AI is already reshaping industries, business interactions, and corporate strategies in ways that are both unprecedented and unpredictable. 

While embracing AI is essential for companies looking to stay competitive, Brian offers one crucial piece of advice: always maintain the human element. AI can enhance efficiency, but human oversight remains indispensable. No matter how much AI is leveraged, a human should always “put eyes on the work” before it reaches the client. The most successful organizations will be those that strike the right balance between AI-driven efficiency and human judgment. 

Prioritizing Team Dynamics in Legal Team Expansion 

When expanding or strengthening his legal team, Brian prioritizes personality above all else. A candidate must seamlessly integrate with the existing legal team while also establishing strong working relationships with the Operations teams they will regularly interact with. 

“In terms of communication and cooperation: “… working together is success.” – Henry Ford 

Technical expertise and legal acumen are essential, but team dynamics and cultural fit are equally critical. The ability to collaborate effectively across departments ensures not only a cohesive legal team but also a more efficient and productive organization as a whole. 

Primary Challenges for the Architecture & Engineering Industry in the Coming Years 

Brian identifies three primary challenges for the Architecture & Engineering (AE) industry in the coming years. Each of these challenges directly impacts contract management and risk tolerance, which are at the core of a legal team’s responsibilities. Since contracted services are the lifeblood of the business, navigating these challenges effectively will be essential to sustaining growth and mitigating risk. 

• The Use of AI, Specifically Generative AI
  Initially skeptical of AI’s role in the industry, Brian now firmly believes that embracing AI will be critical to success. Its capabilities are transformative, offering efficiency and innovation at an unprecedented scale. However, the challenge lies in ensuring that AI remains a tool for enhancement rather than replacement, maintaining the human element in decision-making and client interactions. 

• High Interest Rates & Market Impact
  Although interest rates may decline slightly in the coming year, they are still historically high, placing continued pressure on lending and financing for infrastructure and development projects. A revitalized lending market could provide some relief, but firms must remain strategic and adaptable in navigating financial constraints. 

• Ongoing Price Inflation & Infrastructure Investment
  Inflationary pressures continue to affect material costs, labor, and overall project budgets. While government investment in infrastructure has provided stability in recent years, signs indicate that this funding may slow. This shift could lead to increased competition for projects, requiring firms to be more strategic in pricing, contract negotiations, and financial planning. 

By proactively addressing these challenges, AE firms can strengthen their contract management strategies, balance risk tolerance, and position themselves for long-term success in a rapidly evolving industry. 

“Perfection is not attainable, but if we chase perfection, we can catch excellence” – Vince Lombardi 

Staying Informed on Legal and Compliance Matters 

To stay ahead of the evolving legal landscape, particularly in corporate governance and compliance, Brian actively engages with: 

• New Jersey & Pennsylvania Bar Associations for legal updates and professional development. 
• AE industry conferences to understand sector-specific legal and regulatory trends. 
• Newsletters and professional subscriptions that provide insights into emerging issues. 
• Collaborations with the Legal Group and Operations Divisions, ensuring a well-rounded perspective on compliance and risk management challenges. 

Striking the Balance Between Legal Precision & Business Efficiency 

Balancing work and personal life have been an ongoing challenge for Brian—one he is nonetheless committed to addressing for his team. While he encourages his team to maintain a healthy work-life balance, he acknowledges that he often does not impose the same discipline on himself. Fortunately, he realizes how lucky he is that his “other bosses” … his wife, their 3 children, and the family dogs … always make sure he remains grounded, supporting him and helping him to strive toward that right balance. 

Balance in the business world is markedly different for a lawyer, though. As a legal professional in a corporate setting, Brian has worked hard to bridge the gap between two distinct roles: 

• The Lawyer’s Mindset – Focused on explaining every detail and nuance, ensuring precision and legal integrity. 
• The Business Executive’s Mindset – Prioritizing clarity, conciseness, and practicality in communication and decision-making. 

Finding the right balance between these perspectives has been essential in navigating corporate strategy, business goals, risk management, and legal compliance effectively. 

A Commitment to Legal Education & Lifelong Learning 

For nearly two decades, Brian has been a guest speaker on numerous legal and business topics for various organizations, most notably the New Jersey State Bar Association and the National Business Institute. Through these engagements, he has shared his expertise and experiences with attorneys at all levels—from newly admitted lawyers to seasoned counsel. 

His presentations have covered a wide range of topics, including: 

• Business immigration 
• Best practices in healthcare benefits 
• Corporate governance 
• Cannabis law 
• ESG ethics and compliance 

Beyond delivering legal insights, Brian finds immense value in the mentorship aspect of these engagements. He takes pride in fostering relationships that help other lawyers grow in their practices, advance their careers, and build confidence. 

Rather than focusing on a singular accomplishment, Brian sees his career as an ongoing evolution. A natural curiosity and passion for learning have driven his professional journey. If there is one achievement he values most, it is his commitment to continuous learning, ensuring that he remains adaptable and forward-thinking in a rapidly changing legal landscape. 

Find Your Passion & Stay Engaged 

The best advice Brian can offer to any new lawyer is this: find the area of law that keeps your interest and ignites your passion. A long legal career lies ahead, and staying engaged requires embracing challenges that excite and motivate you. Be curious!

For Brian, corporate law has always been a dynamic and rewarding field because it encompasses a broad array of responsibilities. Many people don’t realize just how multifaceted and fast-paced this area of law can be. The constant evolution of the modern General Counsel role makes it even more critical to remain engaged, stay at the forefront of new developments, and build strong relationships with business clients. 

Go beyond legal advice—understand your clients’ entire identity and brand. Position yourself not just as their trusted legal advisor but as their trusted advisor in all aspects of their business. 

Practical Steps for Growth 

• Network with intention – Connect with peers, seasoned executives, and legal counsel through mentoring programs, training seminars, and industry events. 
• Get involved in professional organizations – Join local and state associations that focus on corporate law and business issues. 
• Stay active in bar associations – Brian is licensed in New Jersey and Pennsylvania and holds leadership roles, including serving on the Executive Board of the Labor & Employment Section of the NJ State Bar Association as a Committee Chair. 

By staying engaged, continuously learning, and fostering meaningful relationships, new lawyers can build a fulfilling and successful career in law. 

On the importance of developing and maintaining relationships and mutual trust and respect Brian refers Maya Angelou’s words,  

“People will forget what you said; people will forget what you did; but people will never forget how you made them feel.” 

Long-Term Strategy for the Legal Group 

The long-term strategy of the Legal Group at Colliers Engineering & Design is to continue developing the team as a Business Partner to the Company’s operations divisions and technical disciplines.  The Business Partner model has been the brainchild of the firm’s CEO and other key executives. It operates to connect the Company’s various “corporate services” groups (Legal, HR, Accounting, IT, Marketing, etc.) with its operations teams to create more seamless communication, interaction, and cooperation across the firm. Brian and his team fully support this company-wide initiative and view it as critical to success. 

In the legal industry, it has often been said that the in-house legal department is perceived as the “Department of No,” primarily tasked with evaluating risks and limiting liabilities to protect corporate interests and assets. While this cautious approach is understandable, Brian and the Legal Group have worked diligently to shift this perception. Rather than acting as a barrier, the team strives to be solutions-oriented, working closely with professionals across the company to develop strategies that enable progress while maintaining legal and regulatory compliance. 

In recent years, CED’s executive leadership has implemented a strategic framework that has strengthened the Business Partner model between the Legal Group and the company’s operational and technical teams. This approach has been transformative, reinforcing collaboration and alignment with business objectives. 

As CED continues its expansion from a regional firm to a global presence, this framework will serve as a foundation for the Legal Group’s continued evolution. The team remains committed to providing innovative legal solutions that balance risk management, business strategy, and operational efficiency, helping to ensure the Company’s sustained growth and accelerated success!