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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 spirit within the community is one of collaboration over competition.”

A perspective on the evolving in-house legal landscape in the Middle East from Linda Mouaz, Regional Head of Legal & Compliance – Middle East &...

Learn more about “The spirit within the community is one of collaboration over competition.”

“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.”

“With the current economic and geopolitical situation, companies are under high pressure to operate on a lower cost, doing more with fewer resources.”

An interview with Juan Pablo Fernandez, Group General Counsel at TopSource Worldwide in Netherlands. What are the biggest external forces or trends currently shaping your...

Learn more about “With the current economic and geopolitical situation, companies are under high pressure to operate on a lower cost, doing more with fewer resources.”

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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 spirit within the community is one of collaboration over competition.”

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

“With the current economic and geopolitical situation, companies are under high pressure to operate on a lower cost, doing more with fewer resources.”

“The ability to bridge the gap between legal and business thinking is what sets a great GC apart.”

“My network reminds me that no legal issue is unsolvable – and no career path is walked alone.”

Who is afraid of the General Counsel?

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

“There seems to be less focus on location and more focus on capabilities, expertise and preference.”

“Legal teams, like any other part of the business, need to evolve, challenge inefficiencies, and lead change.”

From GC to law firm leadership: a growing trend

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.