An interview with Richard Harris, Chief Legal Officer at Robert Walters in UK.
How would you describe the state of the GC Community in your region? How has it changed since you first moved in-house?
Over the last two decades, in-house lawyers have evolved from being seen as a contracts department to a sub-species of lawyers, distinct from our private practice counterparts. While we advise on legal issues, our role is broader and more personal – we are often at the centre of crises, the neutral, level-headed presence in the room, called upon for guidance on matters far beyond our formal training. Despite being one of the smallest departments, we’ve developed an in-house culture with much commonality. Without an obvious internal peer group, we’ve had to build external networks – something that barely existed when I started. Back then, I rarely met other in-house lawyers, especially outside my industry. We were on islands. Today, these connections are lifelines, vital to navigating our roles.
Why is expanding your network important to you?
I think sharing experiences is critical – to be a great GC, you need to build “wisdom”, not just “knowledge”. Wisdom comes best from experience. Unlike private practice, where lawyers hone expertise by handling the same types of matters repeatedly, as GCs, we rarely want to get too much hands-on experience with things like whistleblowing investigations! But if you haven’t been through it yourself, hearing from someone who has is the next best thing. I also think these insights can be industry-agnostic. The bigger differences come from the size of your team, whether you have direct C-suite/Board exposure, and whether you operate internationally.
What kinds of connections or discussions would be most valuable to you?
The most valuable connections are those who share honestly – not just the nuts and bolts but how they navigated the human and political dynamics of the situation. I think the friendships I have developed through my networks have kept me sane at times.
What do you want to achieve by collaborating with other GCs and senior in-house lawyers? Are there specific topics, challenges, or experiences you’d like to share or learn more about?
For me, it’s about shared experiences. Law firms do a great job of providing legislative and case law updates, but they’re not much help when it comes to the diplomacy of wrangling CEOs, CFOs, or CPOs. That’s where peer discussions are invaluable. Another challenge that catches many GCs off guard is managing their own department – it’s not just about giving legal advice. Running an in-house team is its own business, with budgets, people issues, culture, strategy, resource planning, suppliers, tech, and internal politics to navigate. These aren’t things we’re formally trained for, but they’re critical to success. Learning from others who have been through it makes all the difference.
