”Truly impactful GCs are approachable and credible – they don’t hide behind theory or hierarchy.”

Matthias Reinhardt, General Counsel at Holcim in Germany reflects on the evolving role of the GC, the importance of authenticity and curiosity, and why the most impactful legal leaders are those who stay close to the business and its people.

What has been the most defining moment of your career as an in-house lawyer so far?

There wasn’t one single defining moment, but rather a series of smaller ones that shaped my mindset early on.

Being an in-house lawyer means being close to the business – or at least it should. Very early in my career, mentors emphasised three things that stayed with me: understand the business deeply, be able to switch perspectives, and engage with the operational teams to fight for the best solution for the business.

That means convincing others, but also being open to being convinced yourself. The best outcomes often emerge from constructive tension and genuine dialogue, not from legal certainty alone.

In what ways do you see the role of the GC changing over the next 5–10 years?

The role of the GC will continue to broaden significantly. We already see more and more GCs becoming members of boards or executive committees, which requires a truly holistic view of the organisation.

The GC of the future will be a trusted advisor not only on legal matters, but across financial, strategic, ethical, and cultural questions. I really hope and truly think that the GC will rather be one top of the list of being called than on the bottom.

I once worked with a GC who sat alongside the CEO and CFO as an equal voice and was explicitly asked for his perspective on financial and strategic issues, not just legal ones. It was truly inspiring.

That moment captured the future of the role perfectly: less role-based thinking, more integrated leadership.

How do you foster innovation and agility within your legal team?

I strongly believe in a growth mindset. Innovation starts with curiosity, not with tools.

I encourage anyone to continuously develop themselves, to stay hungry for improvement, to ask and question the status quo, and to actively look beyond their immediate legal tasks. Legal excellence alone is no longer enough.

As Ted Lasso put it: be curious, not judgmental. When people feel safe to ask questions, challenge assumptions, and learn from mistakes, innovation and agility follow naturally.

What qualities do you believe distinguish truly impactful GCs from good ones?

Beyond technical excellence, authenticity and integrity are critical. Truly impactful GCs are approachable and credible – they don’t hide behind theory or hierarchy.

Lawyers are often perceived as distant or overly academic. But those who are genuinely interested in finding solutions, who communicate clearly and transparently, and who can deliver tough messages in a friendly but firm way tend to have far greater impact.

Being kind does not mean being weak. On the contrary, clarity combined with respect builds trust and influence.

How do you balance the pressures of your role with personal wellbeing and resilience?

For me, wellbeing starts with the understanding that a healthy body and mind are essential for reflection and sound judgment.

A stable family environment gives me a lot of strength and perspective and sometimes the necessary distraction from work. I also read a lot, which helps me gain new impulses, reflect on my own behaviour, and sharpen my thinking.

Resilience is not about pushing through endlessly, but about creating the conditions to perform sustainably over time.

If you could change one perception about the in-house legal profession, what would it be?

I would definitely challenge the idea that in-house lawyers operate from an ivory tower or are primarily “no-sayers.”

Many in-house legal teams work just as hard and under just as much pressure as law firms. The notion that in-house roles automatically come with a perfectly balanced work-life schedule is not always true.

At their best, in-house lawyers are pragmatic partners to the business – deeply involved, commercially minded, and committed to enabling progress, not blocking it.