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If you’ve read any thought leadership on legal executives in the past decade, you’ve likely stumbled upon some variation of this well-worn trope. It’s a comforting narrative that suggests progress is inevitable — as if General Counsels everywhere are sipping some magical elixir that transforms them into C-suite savants overnight.
The truth? It’s far more exciting – and far more valuable for businesses.
Many General Counsels have long been strategic partners, blending legal expertise with business acumen and conscious leadership. The fundamental shift lies in how businesses now perceive and utilise their GCs. Forward-thinking companies are not just adapting to this reality. They embrace it, pushing boundaries and creating new possibilities for their organisations. The right GC isn’t just a safeguard against legal troubles but a catalyst for growth, innovation and strategic advantage.
In this article, we’ll cut through the clichés to explore how today’s GCs are genuinely transforming their roles and why every business leader should care. Whether you’re a CEO looking to gain an edge or a GC charting your career path, what follows will change how you think about the role of General Counsel.
The image of General Counsels tucked away in dusty offices, poring over contracts and dispensing dry legal advice, has long been a stereotype — one that’s never truly reflected reality. However, what’s changing is the visibility and recognition of the GC’s expanded role. Today, we’re seeing GCs step into the spotlight, taking on responsibilities that shatter these outdated perceptions.
Take, for instance, the GC who now oversees their company’s cybersecurity strategy or the one spearheading a major digital transformation initiative. These aren’t isolated cases of overachieving lawyers; they’re emblematic of a seismic shift in the GC’s role. A recent survey by the Corporate Counsel Business Journal found that 69% of GCs have expanded their responsibilities to include areas such as cybersecurity, data privacy and risk management.
This expansion isn’t just about padding CVs or satisfying professional curiosity. It’s a strategic move that brings immense value to organisations. By immersing themselves in various aspects of the business, GCs gain a holistic understanding of how the company operates. This cross-functional experience allows them to provide more nuanced, business-centric legal advice.
Yet, even as GCs break new ground, many find themselves in need of support and mentorship. Lesley Wan, a trailblazing General Counsel based in London , recognised this need and took action. During her 11-year tenure at Lloyds Bank, Lesley established a mentoring programme to help junior women progress to senior roles. The initiative grew rapidly, eventually reaching 15,500 people across the organisation. She shares, “After the success of Lloyd’s mentoring programme, I started receiving requests from senior women asking to attend our events. They were struggling to connect with other women in similar positions.”
This revelation led Wan to create the Eagle Club, a support network for female leaders, including many GCs. She explains, “I wanted to create a platform where C-suite executives could work alongside General Counsel. This would allow them to better understand our roles, support each other in new positions and provide a valuable network for all involved.”
This emphasis on mentoring and support is not just personal development. It’s about creating a stronger, more diverse legal leadership community.
In the more forward-thinking boardrooms worldwide, a shift is occurring. GCs are no longer seen as the bearers of bad news or creators of legal roadblocks. Instead, they’re recognised as vital problem solvers, helping to design and execute ambitious business plans. This change isn’t about GC’s developing new skills out of thin air — it’s about businesses finally realising the value their legal leaders have always possessed.
This change is so pronounced that 87% of GCs in the Corporate Counsel Business Journal survey agreed their role is moving from traditional legal advisor to strategic partner for other senior executives.
We don’t view ourselves as a cost centre but as strategic advisors equipped with deep internal insights and historical knowledge, and uniquely positioned to serve as a trusted resource for the executive team.” She adds, “When offering guidance, GCs must customise their approach to fit their company’s specific circumstances, carefully considering the company’s risk profile and tolerance and strive to provide the best business-oriented solutions.
Kristina Agassi Award-winning General Counsel and COO
But what does this look like in practice? Imagine a company eyeing a major acquisition. In the past, the GC might have been brought in at the eleventh hour to review contracts and flag potential legal issues. Today, they’re involved from day one, helping to shape the deal’s structure, assess regulatory risks and even strategise on post-merger integration.
This proactive approach isn’t just about avoiding legal pitfalls. It’s about identifying opportunities that others might miss. A GC with a deep understanding of regulatory trends might spot a chance to enter a new market before competitors do. Or they might propose a novel corporate structure that optimises both legal compliance and tax efficiency.
Most of my time and focus is on enterprise executive leadership, not reviewing contracts. Yes, GCs remain the escalation point for business-as-usual legal matters, but we bring so much more to the table than technical legal knowledge. We bring business judgement honed as veterans doing deals and resolving conflicts, empower a company’s freedom to operate within applicable rules, and serve as the company’s conscience to do not just what is legal, but what is right.
Andrew Ting Chief Legal Officer
Of course, this strategic role doesn’t mean General Counsels have abandoned their duty to protect the company—far from it. They’re still the voice of caution when needed, but now they’re balancing that caution with commercial savvy. It’s a delicate tightrope walk between managing risk and enabling growth—and it’s one that the best GCs perform with grace and skill.
Today’s business world is a regulatory maze. But this complexity isn’t just a headache. It’s a chance for organisations to make the most of their GC’s expertise. As Andrew Ting puts it, “Two years ago, who knew that GCs would be advising on AI deployment in such a rapidly shifting regulatory scene?”
The pace of change means yesterday’s playbook might not cut it anymore. Boards that have steered growth without prioritising legal strategy could find themselves on the back foot. This is where a strategically positioned GC becomes invaluable.
Consider the following areas where GCs are proving their worth:
It’s an open secret in the legal world: a significant portion of work outsourced to law firms could be handled in-house if legal departments had the time and staff. This isn’t just about missed opportunities. It’s a call for change in how legal departments operate.
Many GCs are answering this call. They’re building lean, efficient in-house teams capable of handling a more comprehensive range of legal work.
However, building these high-performing teams requires more than just legal expertise. GCs are stepping up as conscious leaders, developing new skills to nurture and guide their teams. As Andrew Ting notes, “Soft skills have proven to be the most enduring skills in my career.” He emphasises the importance of “intellectual curiosity to keep learning” and “listening to understand where people are and where they want to be”.
Lesley Wan highlights communication skills. “As a GC, you shouldn’t just say, no, you can’t do that. The better approach is to say, that’s a really interesting proposition, but have you considered this?” This ability to provide constructive solutions rather than simply negatives is vital for today’s General Counsels.
The most innovative GCs are reimagining legal service delivery entirely. They’re implementing legal operations teams to streamline processes, adopting project management techniques to improve efficiency and using data analytics to make more informed decisions. Lesley shares a practical approach: “I set up an Excel spreadsheet to track cost savings from the outset, demonstrating added value and justifying the legal department’s budget.”
As GCs transform their departments from cost centres to value creators, they’re also embracing a new role: that of the digital consigliere.
The Corporate Counsel Business Journal survey reveals a telling trend: 72% of respondents see the chief information officers as critical players in driving legal innovation. This highlights the increasing overlap between the legal and tech worlds, with GCs often acting as the crucial link between the two.
Kristina Agassi underscores the complexity of this role: “As artificial intelligence and advanced technologies continue to evolve, tech companies encounter novel legal, ethical and regulatory challenges. General Counsels can play a strategic role by anticipating these issues, advising on ethical considerations and helping to shape responsible innovation practices.”
This isn’t just about playing defence anymore; it’s about harnessing tech to supercharge legal operations and boost the bottom line. The CCBJ poll found that six in ten GCs see AI as a ticket to more high-impact work. It’s a clear sign that smart delegation of routine tasks could free up legal professionals to focus on more strategic missions.
“Law is fun because in-house roles are broad and unpredictable!” says Andrew Ting.”Two years ago, who knew that GCs would now be in charge of counselling on deploying AI in a rapidly evolving technology and regulatory environment?” He emphasises the need for GCs to “step up as enterprise business leaders, capitalising on soft skills to build influence in their organisation, and building a persona as cross-functional, can-do enablers who always get the job done - with good judgement, efficient tactics and strategic vision.”
The role of digital consigliere goes beyond understanding and implementing technology. GCs are increasingly involved in shaping company policies around data privacy, cybersecurity and ethical use of AI. They’re not just interpreting existing laws but often helping to shape new ones as technology outpaces regulation.
However, this digital transformation has its challenges. As Kristina Agassi notes, “For truly innovative tech, such as AI, you may possess as much or more knowledge than your outside legal advisors. If you are forging a new path, it is always acceptable to admit when you don’t know something—this honesty can build credibility with your business team.”
This transformation of the GC from legal guru to tech-savvy strategist is no small feat. It requires a hunger for knowledge, adaptability and the courage to venture into new territory. As Andrew Ting advises, “Always keep learning from other business leaders—watch what they do and what they don’t do. Read a lot, beyond the law.”
As the General Counsel’s influence expands, finding the right legal leader has become more vital — and more challenging — than ever. This is where Page Executive’s expertise shines.
The GC job market is fiercely competitive, with positions scarce and highly sought-after. Companies often receive a flood of applications for General Counsel roles. This abundance of candidates can obscure truly exceptional applicants who offer strategic value beyond legal expertise.
Page Executive’s approach transcends simple skill-matching. We guide clients through the sea of applicants, distinguishing between lawyers who impress on paper and those who demonstrate genuine commercial and strategic insight.
Our deep-rooted connections in the legal community give us access to passive candidates who are not actively seeking new roles. Many top GC candidates prefer the discretion of recruitment firms. We provide a confidential channel for these candidates to explore opportunities.
Great strategic lawyers aren’t as rare as unicorns — plenty are out there. The challenge lies in finding the right fit for your particular needs. Every company is different, with varying appetites for risk and levels of regulatory scrutiny. The ideal GC is the one who best complements these factors — something that isn’t always apparent from a CV alone.
Are you aiming to recruit a strategic GC to propel your business forward? Or are you a legal leader ready for a new challenge? Get in touch with Page Executive or connect with the authors on LinkedIn today. We don’t just seek great legal talent; we uncover exceptional business minds who happen to be lawyers.
For the U.S. market, reach out to:
Jennifer Pettigrew TuestaSenior Partner, USA
For opportunities in the U.K., talk to:
Katherine JacksonSenior Partner, United Kingdom
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