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“I often apply a “green, amber, red” framework or what I call the “Daily Mail test”: if this decision were on the front page tomorrow, how would it reflect on us?”

An interview with Zaheed Hussein, Group General Counsel & Company Secretary (for trading subsidiaries) at Institution of Engineering and Technology (IET) in UK. What are...

Learn more about “I often apply a “green, amber, red” framework or what I call the “Daily Mail test”: if this decision were on the front page tomorrow, how would it reflect on us?”

“The GC role can sometimes be isolating – we often deal with complex, high-stakes decisions with no obvious internal sounding board.”

An interview with Natalie Salunke, a Fractional General Counsel in the UK. How would you describe the state of the GC Community in your region?...

Learn more about “The GC role can sometimes be isolating – we often deal with complex, high-stakes decisions with no obvious internal sounding board.”

“I particularly enjoy discussions that relate to the leadership of legal, compliance or governance teams to support business growth.”

An interview with Peter Ho, former General Counsel & Company Secretary at Tyman plc in the UK. How would you describe the state of the...

Learn more about “I particularly enjoy discussions that relate to the leadership of legal, compliance or governance teams to support business growth.”

“To be a great GC, you need to build ‘wisdom’, not just ‘knowledge’.”

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...

Learn more about “To be a great GC, you need to build ‘wisdom’, not just ‘knowledge’.”

“I think I’ve heard much too much about KPIs, commerciality, business partnering/strategic alignment, adding value, ethics, being at the table and doing more for less.”

An interview with David Morgan, General Counsel & Company Secretary at Warburtons in UK. How would you describe the state of the GC Community in...

Learn more about “I think I’ve heard much too much about KPIs, commerciality, business partnering/strategic alignment, adding value, ethics, being at the table and doing more for less.”

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“I often apply a “green, amber, red” framework or what I call the “Daily Mail test”: if this decision were on the front page tomorrow, how would it reflect on us?”

“The GC role can sometimes be isolating – we often deal with complex, high-stakes decisions with no obvious internal sounding board.”

“I particularly enjoy discussions that relate to the leadership of legal, compliance or governance teams to support business growth.”

“To be a great GC, you need to build ‘wisdom’, not just ‘knowledge’.”

“I think I’ve heard much too much about KPIs, commerciality, business partnering/strategic alignment, adding value, ethics, being at the table and doing more for less.”

“In today’s fast-moving legal world, waiting for instructions is a losing strategy.”

In-house vs. private practice: two legal worlds, one career path

Breaking the bottleneck: how General Counsel and Senior Legal Counsel can build a leadership pipeline together.