Craig Proctor – Altria

For most legal professionals, few jobs are more demanding or publicly scrutinized than serving as in-house counsel for a major tobacco company. The stakes are high, the cases are complex, and the public perception is often critical. However, for Craig Proctor, vice president and associate general counsel at Altria, those challenges are not only accepted but embraced.

Craig Proctor | Altria | Vice President & Associate General Counsel

“This line of work isn’t for everyone,” Proctor admits. “But if you thrive on litigation strategy, trial advocacy, and developing great lawyers, it’s one of the most rewarding roles you can have.”

Proctor has spent over 15 years helping Altria navigate the stormy waters of product liability litigation. Today, he leads the company’s efforts to manage and ultimately resolve thousands of lawsuits stemming from the use of tobacco products. More than just a litigator, Proctor is a strategist, mentor and talent builder, developing an external legal bench that reflects the company’s rigorous standards and long-term vision.

Altria is one of the most recognized names in the U.S. tobacco industry, with a portfolio of iconic brands such as Marlboro®, Black & Mild®, Copenhagen® and NJOY®. Through its subsidiaries, including Philip Morris USA and U.S. Smokeless Tobacco Company, Altria produces both combustible and smoke-free products. The company’s mission is bold: to responsibly lead the transition of adult smokers to a smoke-free future.

“Our focus is on Moving Beyond Smoking,” says Proctor. “That’s the business vision, which aligns closely with our legal strategy—reducing risk, resolving legacy litigation and focusing on the future.”

That vision hasn’t kept Altria out of court, of course. Product liability lawsuits, some dating back decades, remain a reality for a company of Altria’s stature. And while the legal environment continues to evolve, the volume and complexity of these cases are staggering. At one point, Proctor managed thousands of active lawsuits; today, that number is down to hundreds.

“My goal is to resolve as many of these as possible before I retire,” Proctor says. “I like to joke that I’m trying to work myself out of a job.”

Managing litigation across jurisdictions

Proctor works out of Altria’s Washington, D.C., office but spends much of his time working remotely. He oversees all aspects of product liability litigation—from selecting and coaching trial counsel to guiding the broader legal strategy across multiple jurisdictions.

“Our in-house team is lean by design,” he explains. “We rely heavily on outside counsel, usually three main firms, but sometimes as many as nine, depending on the jurisdiction. My job is to direct the litigation, help shape trial strategy, and ensure we pick the right trial lawyers for the right cases.”

Proctor has managed more than 185 jury trials during his career, most lasting between two and four weeks. His hands-on involvement with trial counsel and innovative use of technology to track multiple cases in real time sets him apart.

“We subscribe to the Courtroom View Network (CVN), which is fantastic,” he says. “I can sit at my desk and watch trials from all over the country, split screen with the witness and the attorney. I’ve watched up to five trials at once and can send real-time feedback to the teams. It’s changed how I manage litigation—it’s more efficient, more responsive, and frankly, more fun.”

And Proctor doesn’t just watch. He actively guides trial messaging, themes, and legal argumentation. His background—having worked globally for Philip Morris International and domestically at law firm Shook, Hardy & Bacon—gives him a broad perspective on approaching juries in different regions, a skill critical in tobacco litigation.

“You can’t try a case the same way in Southern Florida as you would in rural Missouri,” he says. “The jury pools and expectations are different, and the lawyers must reflect that.”

Training the next generation

Proctor’s most lasting contribution may be his work developing outside trial counsel. Concerned by a dwindling pool of trial-ready attorneys, he launched a two-year Trial Lawyer Training Program designed to identify and cultivate promising young litigators from Altria’s partner firms.

“We realized that if we were going to triple our number of trials, we couldn’t rely on the same handful of trial lawyers,” Proctor says. “We needed to grow our own.”

The program brought in senior associates and junior partners who showed courtroom potential but lacked experience. Through mock trials, workshops, and direct mentorship from seasoned trial lawyers and law professors, these attorneys learned how to deliver opening statements, cross-examine experts, conduct jury selection, and handle the unique pressures of a high-stakes courtroom.

“We focused not just on legal skills but also on leadership,” Proctor says. “A trial lawyer must lead a team, connect with juries and manage pressure. We gave them the tools and the stage—and most of them rose to the occasion.”

Many of those lawyers continue to work with Altria today, now seasoned and trusted voices in the courtroom. The program also promoted diversity within the litigation pool, ensuring that trial teams reflected the makeup of the juries they addressed.

“We wanted lawyers who could genuinely relate to the people in the box,” Proctor says. “Charisma, likability—those things matter. The jury might not like your client, but it must like you.”

Proctor has also established a more condensed version of the training program aimed at existing trial lawyers and designed to sharpen voir dire skills and courtroom adaptability.

Succession, mentorship and the road ahead

Now 59, Proctor is in the final stretch of his legal career—but he’s not slowing down. One of his current focuses is succession planning, ensuring that his department will continue to operate seamlessly after he steps away.

“We started serious succession planning several years ago,” he says. “The idea was that leadership should be actively developing their replacement. Not everyone is suited for every role, and you can’t change someone’s DNA, but with the right focus, you can help people find the right path.”

Proctor quickly points out that his successor is ready to take over tomorrow if needed, and that’s by design.

“We’ve moved people around, tested them in different areas, and had many development conversations. Some people shine right away; others improve steadily over time. It’s all about observing and guiding.”

His mentorship extends beyond titles or promotion paths.

“The most important dream isn’t to be general counsel,” he says. “It’s to get a job that makes you happy and fulfilled. That’s what I want for the people I work with.”

Proctor’s path to his current role wasn’t always linear. He initially considered corporate law before falling in love with litigation. A native of Iowa, he spent years in private practice and later worked internationally in both Australia and Switzerland, managing global litigation for Philip Morris International.

“There was a trial in France where I didn’t speak the language, but I still followed what was happening. It was eye-opening,” he says. “You learn a lot by watching—whether you understand the words or not.”

As he looks ahead to retirement, Proctor reflects on his legacy—not in terms of titles or verdicts, but in terms of people.

“I’ve been involved in a lot of interesting cases, but what I’m most proud of is helping build a system that develops great trial lawyers,” he says. “That’s something that will last beyond my time here.”

From courtroom strategy to talent development, Proctor has helped shape Altria’s legal landscape in profound ways. While the lawsuits may continue and the legal challenges will evolve, the foundation he has built—of rigor, mentorship and strategic foresight—will endure.

“In the end, the goal is to leave the place better than you found it,” he says. “That’s how I measure success.”