“I’m not a business partner – I’m a business enabler.”

In this bold and forward-looking piece, Alexandre Verrien, former Legal Director France & Europe at Dell Technologies, challenges the long-held notion of the GC as a “business partner,” arguing instead for a new identity: the business enabler.

For more than a decade, at least, the term “business partner” has been used to describe the modern in-house counsel.
It sounded progressive. Collaborative. Less “gatekeeper,” more “trusted advisor.”
But in 2025, I can’t help thinking that the expression feels outdated and even misplaced.
Because if you’re still calling the legal function a business partner, you’re already one step behind.
Yes, you read me well! And yes, it’s quite provocative.
But bear with me – I’m confident you’ll see things differently by the end.

The Limits of “Business Partner”

Let’s start with the semantics. Always starting from the basics!
A partner is, by definition, something or someone external to the core.
You partner with the business… you’re not part of the business.
You’re alongside, not within.
That framing might have made sense ten years ago, when legal departments were still fighting for legitimacy, trying to prove their value to boards and CFOs.
Back then, “business partner” was a bridge; it meant, we’re not here to block, we’re here to collaborate.
But times have changed. We’re in 2025, almost 2026!
The modern in-house function no longer needs to justify its seat at the table. Or should not have to.
We are not external consultants. We are integrated operators. We shape strategy, manage risk, and enable growth, not from the sidelines, but from the inside.
My very own view on this topic can be summarised as:

• Being a business partner means you’re called when needed.
• Being a business enabler means you’re involved from the start.

The Enabler Mindset

For me, the evolution from partner to enabler is not a matter of vocabulary. It’s a shift in mindset.
An enabler doesn’t wait to be invited to the discussion. They design systems, processes, and habits that make decisions faster, clearer, and safer for the whole organisation.
The enabler mindset is about proactivity, ownership, and impact.

Here’s how I see the difference:

Old Mindset	New Mindset
“Legal supports the business.”	“Legal is the business.”
“We’re partners when needed.”	“We co-own outcomes from day one.”
“We advise.”	“We enable execution.”
“We manage risk.”	“We manage velocity and risk, together.”

Being an enabler doesn’t mean saying “yes” to everything.
Being an enabler doesn’t mean being a pushover.
A well-explained “no” has immense value  it protects the business, builds trust, and creates space for better alternatives.
Being an enabler means building clarity and confidence in the way the business operates. And that’s exactly what today’s legal leaders are here for.

Legal as Business: The New Normal

Here’s the truth:
Legal doesn’t just support the business… legal is business.
Here’s why this matters:
Every contract signed, every risk mitigated, every negotiation won or lost, every compliance decision… these are business decisions.
They have measurable financial, operational, and reputational outcomes.
The legal function is therefore not a “partner” function.
It’s an integral business driver.
When legal moves from being reactive to being embedded, everything changes:

• You stop measuring performance only in “contracts reviewed” or “claims avoided.”
• You start measuring contract velocity, decision impact, and risk visibility.
• You stop being the “department of no.”
• You become the department of how.

And that’s when the company really starts to feel your impact.

“So, you want to transform your department? Start by yourself first.”

The Role of LegalOps and AI

In this transformation, we should not neglect the impact of LegalOps and AI. They have accelerated this movement.
They’ve given legal teams the tools to act like business units:

• managing data,
• automating workflows,
• tracking performance,
• delivering faster and smarter.

But technology alone doesn’t make you a business enabler. It’s the mindset that matters.
You can implement every CLM and dashboard on the market, if you still see yourself as a “support function,” you’ll remain one.
If you see yourself as a business enabler, you’ll use those tools to create measurable value, not just efficiency.
So, you want to transform your department? Start by yourself first.

Posture & Presence

Being a business enabler also requires a new posture.
Not the defensive posture of the traditional lawyer.
Not the detached posture of the “partner.”
But the posture of someone who leads with clarity, courage, and coherence.
Someone who can say “no” when necessary but also knows how to turn that “no” into a constructive “how.”
Spoiler: don’t be afraid to say “no.” I’m not sure that your internal stakeholders would be happy with someone saying “yes” to everything.
A “no” has a value, when used properly. The key is turning that “no” into a constructive “how.”
It’s about being embedded, visible, and trusted, not because you’re the loudest voice, but because you’re the most consistent one.

Language Matters

Why do I insist so much on words?
Because language shapes perception, and perception shapes behavior.
When you call legal a “partner,” you unconsciously create a distance.
When you call it an “enabler,” you integrate it into the flow of decision-making.
The right language helps redefine the culture around legal:

• From reactive to proactive.
• From advisory to accountable.
• From separate to strategic.

Words create identity and identity drives influence.

Final Thought

So yes, I’m not a business partner.
I’m a business enabler.
Because I don’t want legal to be called when the deal is done – I want legal to shape how the deal is designed.
Because I don’t want legal to extinguish fires – I want legal to prevent them.
I don’t want to “support” decisions – I want to help shape them.
Legal is not on the side of business.
Legal is business.
And the sooner we stop calling ourselves “partners,” the sooner we’ll be recognised for what we already are: strategic enablers of performance, trust, and transformation.
So, here’s my question to you:
Are you still a partner… or are you ready to be an enabler?

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